THE REPUBLIC OF UGANDA KIRYANDONGO DISTRICT LOCAL GOVERNMENT DISTRICT DEVELOPMENT PLAN 2020/2021 – 2024/2025 VISION A TRANSFORMED KIRYANDONGO DISTRICT FROM A PREDOMINANTLY RURAL SUBSISTENCE AGRICULTURAL ENTITY TO A THRIVING INDUSTRIALIZED ENTITY WITH REPUTABLE LEADERSHIP AND QUALITY LIFE FOR ALL BY THE YEAR 2040 THEME REVITALISING SOCIO ECONOMIC INFRASTRUCTURE AND LIVELIHOODS OF THE PEOPLE FOR A TRANSFORMED SOCIETY
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THE REPUBLIC OF UGANDA
KIRYANDONGO DISTRICT LOCAL GOVERNMENT
DISTRICT DEVELOPMENT PLAN
2020/2021 – 2024/2025
VISION
A TRANSFORMED KIRYANDONGO DISTRICT FROM A PREDOMINANTLY RURAL
SUBSISTENCE AGRICULTURAL ENTITY TO A THRIVING INDUSTRIALIZED ENTITY
WITH REPUTABLE LEADERSHIP AND QUALITY LIFE FOR ALL BY THE YEAR 2040
THEME
REVITALISING SOCIO ECONOMIC INFRASTRUCTURE AND LIVELIHOODS OF THE
PEOPLE FOR A TRANSFORMED SOCIETY
A MAP SHOWING THE LOCATION OF KIRYANDONGO DISTRICT
December 2019
KIRANDONGO DISTRICT LOCAL GOVERNMENT VISION AND MISSION
VISION
A TRANSFORMED KIRYANDONGO DISTRICT FROM A PREDOMINANTLY RURAL
SUBSISTENCE AGRICULTURAL ENTITY TO A THRIVING INDUSTRIALIZED ENTITY
WITH REPUTABLE LEADERSHIP AND QUALITY LIFE FOR ALL BY THE YEAR 2040
MISSION
SERVING THE PEOPLE OF KIRYANDONGO DISTRICT IN A COORDINATED SERVICE
DELIVERY PHENOMENON WITH FOCUS ON NATIONAL AND LOCAL PRIORITIES IN
A SUSTAINABLE DISTRICT DEVELOPMENT FRAMEWORK
Foreword
The Third District Development Plan (DDPIII) comes at a crucial time in the history of our District
when the District, country, and indeed the world at large, is confronted with the COVID–19
pandemic and other disasters. Our resolve and determination to rise above this, and focus on our
vision to building a modern, people centered, independent, integrated, resilient and self-sustaining
economy, is at the centre of this DDPIII. Now more than ever, Kiryandongo Vision must be
accelerated by taking full advantage of the opportunities that our beloved District has been availed
with. Towards this, the DDPIII aims at increasing household incomes and improving the quality of
life of the people of Kiryandongo District through wealth creation.
DDPIII aims at harnessing both government and private sector strengths, in a mixed economy
approach, to grow the economy of the District through domestic production of goods and services
of at least the basic necessities of livelihood; food, clothing, shelter, medicines, security,
infrastructure, health, education and services. Kiryandongo District is gifted with a youthful
population, and my council is partnering with the private sector to provide pathways to positively
harnessing the dynamism and energies that young people have and creating opportunities to earn
livelihoods and support the development of the district.
DDPIII consolidates the achievements of the previous Plans. The District has performed well and
when we reflect on where we have come from as a District, we have much to be proud of. Most
notably in the areas of improved infrastructure and expansion of access to social services in the
areas of roads, health and education. A firm foundation for socioeconomic transformation has been
laid.
DDPIII will build on this progress by enhancing value addition in Agriculture which is essential to
livelihood of the people of Kiryandongo District and has the highest potential to generate
employment for our people. By the end of the Plan, effective implementation of the programmes
is expected to lead to; increased income for households, lowering the poverty rate, and further
improvement in health and education outcomes of the population.
The achievement of the socioeconomic transformation aspirations is a concerted and collective
effort. I urge all the people of Kiryandongo District including those outside the District to seize the
investment opportunities outlined in this Plan. Particularly, the Private Sector, Civil Society, Youth,
Cultural Institutions, Faith-Based Organizations, and Development Partners have a significant role
to play in the realization of the development aspirations. Leaders, policy makers and implementers
should have the right attitude for effective and efficient service delivery and support to
implementation. Similarly, the general public should have a positive mind-set towards the Plan for
its successful implementation.
With the assurance of sustained peace, stability, good-governance and cooperation with other
Districts, which are very essential in development, we shall realize the goal of this Plan.
I wish to appreciate Council of Kiryandongo District, Civil Society and Development Partners for
their contribution towards the preparation of this Plan and to urge a collective dedication to the
realization of its noble objectives for the benefit of the people of Kiryandongo District.
Ntairehoki Charles
District Chairperson
Kiryandongo District Local Government
Acknowledgement
The formulation of the DDPIII was made possible by various actors at various levels. It is in this
regard that I take this opportunity on behalf of Kiryandongo District Local Government, to
acknowledge the under mentioned players who provided technical and any other distinguished
input towards the preparation of this development plan. I wish to thank the National Planning
Authority (NPA) which provided the new National Guidelines for Development Planning to Local
Governments as a tool which indeed guided the entire planning process in the District. The same
Authority is appreciated for the support to Local Government staff in terms of capacity
enhancement of the Planning Department staff and other technical staff both at Higher Local
Government and Lower Local Government levels that were trained in formulation of the
Development Plan III. Also, appreciation go to staff of Governance, Accountability, Participation
and performance (GAPP) who provided more training on the same to technical staff both Higher
Local Government and Lower Local Government levels at Max Hotel in Kiryandongo Town. This
contributed significantly towards successful formulation of this development plan III.
I also thank, the District Technical Planning Committee which disseminated the planning
information to key stakeholders particularly the LLG technical planning committee members
involving hands on training on the new development planning guidelines issued by National
Planning Authority (NPA). It was clearly evident that the entire planning process was participatory
characterized by discussions and agreeing on the modalities for the planning process,
brainstorming on the key elements that were in line with the NDP II; discussing situation analysis
and crosscutting issues, conducting situation analysis, reviewing District performance and
identifying constraints and challenges facing the District. The District Technical Planning
Committee members also identified appropriate interventions and strategies for unlocking the most
binding constraints in the District, appraised and prioritized sector interventions and finally costed
the district identified priorities. My sincere thanks go to all members of the standing committees
and the District Executive Committee (DEC) for having discussed the plan and provided their input
that were incorporated in this five-year development plan thus boosting the comprehensiveness
and integration of the plan. Other stakeholders who participated in the formulation of this plan at
various stages are also appreciated.
Lastly, I thank all members of the District council for having discussed and provided final input
and eventually having approved this five-year District Development Plan.
Dorothy Ajwang
Chief Administrative Officer
Kiryandongo District Local Government
List of Acronyms
AAH - Action Against Hunger
ACAO - Assistant Chief Administrative Officer
AIDS - Acquired Immune Deficiency Syndrome
ANC - Antenatal Clinic
BUZARD I - Bulindi Zonal Agricultural Development Institute
CAO - Chief Administrative Officer
CBO - Community Based Organization
CCCC - Chinese Communication and Construction Company
CDC - Center for Disease Control
CSOs - Civil Society Organization
CB-DOTS - Community Based Direct Observed Treatments
CDO - Community Development Officer
CHD - Community Health Department
CORPS - Community Owned Resourced Persons
CSOs - Community Service Organizations
ADHO - Assistant District Health Officer
DCAO - Deputy Chief Administrative Officer
DDEG - Discretionary Development Equalization Grant
DDP - District Development Plan
DWD - Directorate of Water Development
DEO - District Education Officer
DE - District Engineer
DEC - District Executive Committee
DCO - District Commercial Officer
DCDO - District Community Development Officer
DISO - District Internal Security Officer
DFO - District Forest Officer
DHAC - District HIV/AIDS Committee
DHO - District Health Officer
DLB - District Land Board
DPAC - District Public Accounts Committee
DP - District Planner
DPO - District Population Officer
DPMO - District Production & Marketing Officer
DRDIP - Development Response Displacement Impact Programme
DSC - District Service Commission
DTPC - District Technical Planning Committee
DUCAR - District Urban Community Access Road
DWRM - Directorate of Water Resource Management
DWSCG - Directorate of Water Sector Conditional Grant
DWO - District Water Officer
ELSE - Empowering Livelong Skills Education
EPI - Extended Program for Immunization
FAL - Functional Adult Literacy
FEWs - Field Extension Workers
FY - Financial Year
FDS - Fiscal Decentralization Strategy
FINMAP - Financial Management and Accountability Program
FM - Frequency Modulation
GAPP - Governance, Accountability, Participation and Performance
GBV - Gender Based Violence
GOU - Government of Uganda
GPS - Global Positioning System
HA - Hectare
HC - Health Centre
HIV - Human Immune Virus
HLG - Higher Local Government
HMIS - Health Management Information System
HOFOKAM - Hoima, Fort Portal and Kasese Micro Finance
HSDs - Health Sub-Districts
HUMC - Health Unit Management Committee
IDPs - Internally Displaced People
IEC - Information Education Communication
IGAs - Income Generating Activities
IPFs - Indicative Planning Figures
KDLG - Kiryandongo District Local Government
KM - Kilometer
LCD - Link Community Development
LC - Local Council
LECs - Local Environmental Committees
LGA - Local Government Act
LGDP - Local Government Development planning
LGFC - Local Government Finance Commission
LGPAC - Local Government Public Finance Committee
LLGs - Lower Local Governments
LST - Local Service Tax
MAAIF - Ministry of Agriculture Animal Industries and Fisheries
MDG - Millennium Development Goals
M & E - Monitoring and Evaluation
MEMD - Ministry of Energy and Mineral Development
MFI - Micro Finance Institution
MGLSD - Ministry of Gender, Labour and Social development
MIS - Management Information System
MOFPED - Ministry of Finance, Planning and Economic Development
MOLG - Ministry of Local Government
MoES - Ministry of Education and Sports
MOH - Ministry of Health
MWE - Ministry of Water and Environment
NAADS - National Agriculture Advisory Services
NARO - National Agriculture Research Institute
NEMA - National Environment Management Authority
NDP - National Development Plan
NFA - National Forestry Authority
NGO - Non-Governmental Organization
NPA
NPC
-
-
National Planning Authority
National Population Council
NUSAF - Northern Uganda Social Action Fund
OPD - Out Patient Department
OPM - Office of the Prime Minister
OVC - Orphans and Vulnerable Children
PACAO - Principal Assistant Chief Administrative Officer
PAF - Poverty Action Fund
PBS - Programme Budgeting System
PDU - Procurement and Disposal Unit
PCR - Pupil Classroom Ratio
PHRO - Principal Human Resource Officer
PIA - Principal Internal Auditor
POCC - Potentials, Opportunities, Challenges and Constraints
PRDP - Peace Recovery Development Plan
PSO - Private Sector Organization
PWDs - People with Disabilities
RGC - Rural Growth Centers
RDC - Resident District Commissioner
SACCO - Savings and Cooperative Credit organizations
Gov’ Privat Tota Gov’ Privat Tota Gov’ Privat Tota
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
58
n Council t e l t e l t e l
Masindi Port
S/C
06 02 08 01 - 01 - - -
Kigumba S/C 17 13 30 02 01 03 02 - 02
Kiryandongo
S/C
19 22 41 01 07 08 - - -
Mutunda S/C 17 13 30 01 01 02 - 01 01
Kigumba TC 04 16 20 - 07 07 - 02 02
Kiryandongo
TC
02 05 07 01 04 05 01 - 01
Bweyale TC 08 31 39 01 12 13 - 02 02
Total 73 102 175 07 32 39 03 05 08
Pre-Primary and Primary Sub Sector
Pre-primary Education which consists of Nursary Schools, Day Care and Early Childhood
Education Centres is purely a private venture. There are 80 Nursery schools in the District. The
responsibility of licensing nursery schools and day care centres has of recent been decentralised
to District. The introduction of UPE programme in 1997, and the implementation of liberal
policies in Education by Central Government triggered off a rapid growth of the primary
school system, bringing forth the need for urgent expansion of equipment and facilities in
schools.
The District currently has a total of 183 Primary Schools, of which 73 are Government
Grant Aided schools. The other 110 Schools are privately owned. Like in the pre-primary
subsector we have nursery Schools not yet licensed by MoES to operate legally..
Education facilities in Primary Schools
The enrolment growth in primary schools has put pressure on the existing facilities hence the
need for continuous expansion
Table 2.6.3 Infrastructural status and requirements to cope with school enrolment
Facility Total
Requirement
Current/Available Current
Ratio
National
Standard
Required
(Gap)
Classrooms
(usable)
1,151 659 1:95 1:55 492
Latrine
stances
959 946 1:66 1:40 13
3 - Seater
desks
21,109 11,681 1:05 1:03 9,428
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
59
Primary Teachers
There are 844 primary school teachers, 536of these are males and the remaining 308 are
females. The District current teacher pupil ratio stands at 1:74 which is slightly below
government standards of 1:50.
Table 2.6.4 Breakdown of teachers’ number by qualifications
Teacher
s Grade
Grade III DPE Graduates Others Total
Mal
e
Femal
e
Mal
e
Femal
e
Mal
e
Femal
e
Mal
e
Femal
e
Mal
e
Femal
e
Total 300 154 104 79 27 20 9 8 440 261
School Instructional Materials
There are still inadequate instructional materials in schools. The District Textbook Pupil ratio
currently stands is still poor and this greatly impacts on the learning of children since the MoES
policy is to place books in the Hands of children.
Secondary Education
Whereas the Local Government Act (Schedule2 part 2), lists secondary education as one of the
functions devolved to the Local Governments, in practice this service is still centralized and
largely controlled by the Central Government. The Key delegated aspects to the Local
Government include the following; Payment of teachers salaries, Inspection and Monitoring of
Seconndary Schools, Ensuring good governance through constitution of the B.O.G.s,
Budgeting for Grants and Appraisal of Headteachers and deputies.
Out of the 37 Secondary schools in the District, there are 07government aided secondary
schools offering USE and 3 private schools offering USE.
Tertiary Education
This is an exclusively central government function/domain with no delegated or decentralised
aspects to the Local Government save for payment of Conditional Grants. The District has 04
Tertary Institutons (03 Government and 01 is private.
Physical Education and Sports (PES)
This refers to physical Education and sports activities being implemented for in and out –of-
school youth. It is meant for promotion of physical, mental and social development. Schools
participate in games and sports competitions while physical education is compulsorily
timetabled in all primary schools. There is a tendency of not prioritizing games and sports
activities by some schools because of it not being an examinable subject.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
60
Special Needs Education (SNE)
Due to inadequate funding, this subsector has not been coordinated at District level. However,
schools have continued to carry out special needs activities under the guidance of Non-
Governmental Organizations like Sight Savers.
Schools Inspection
Inspection is intended for quality assurance for all school instruction. Inspection visits have
been regularly conducted although mainly in primary schools due to resource factors.
Inspection effectiveness is enhanced by introducing aspects of Achievement measurement
through monitoring learning achievement.
Skills Development
Although the District has limited institutions for skills development, qualifying youths have
continuously been linked to appropriate institutions within and outside Kiryandongo District
such Uganda Cooperative College Kigumba, Uganda Petroleum Institute Kigumba,
Kiryandongo Technical Institute, Bweyale Nursing school and outside the district we have
Kabalega College, Kamurasi and Bulera for Teacher training, Hoima and Lira Schools of
nursing, Uganda Technical College Kyema to mention but a few.
Education achievements for the FY 2015/2016-2019/2020
The number of 1st grades in Primary Leaving Education increased by 12.4% and pass rate rose
to 98%; 10 classrooms were constructed; 80 lined latrine stances were constructed; 500 3-seater
desks were procured; School Management Committees were inducted; 20 Education Assistants
II (Grade III Teachers) were recruited and 10 Special Needs Education Teachers (SNETS)
received various trainings.
Under Secondary Education, Universal Secondary Education USE) was implemented in 10
Secondary schools.
Challenges faced by Education and Sports department in 2015/2016 to 2019/2020
There were weak School Management Committees in Primary schools that could not ensure
sustainable use of school resources; ineffective supervision and monitoring of Government
programs; low community participation in school development programmes; ban on coding of
16 Community primary schools by MoES low completion/high repetition and high dropout
rates and inadequate and delayed funding to match the increasing needs especially in
classroom, staff houses and latrine constructions; and UPE capitation.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
61
Regarding Secondary Education, there were overcrowded classes; delays in grant aiding of
established community secondary schools and policy barriers that prevented district involvement
in organization and planning for secondary education.
On Special Needs Education (SNE), there was inadequate funding and limited trained
manpower to handle games and sports in schools.
Under Physical Education and Sports (PES), there was inadequate funding; limited trained
manpower to handle games and sports in schools and limited mechanisms of tracking youths
talents.
As far as Schools Inspection is concerned, there was ineffective supervision and monitoring of
Government programs and lack of reliable means of transport.
Areas that need to be addressed under Education and Sports over the next five years
School leadership effectiveness including selection and training of school management
committees; increasing access to Secondary Education through coding of community schools;
reduction of school dropouts across all levels of education; career guidance for students in
schools; identification and development of sports talents among the youths; advocacy for youth
skilling through vocational training; recruitment of the Education Officer in charge of Special
Needs; lobbying for resources; school infrastructure development (classroom space, sanitation
facilities expansion and construction of teachers’ houses); improvement of teachers’
effectiveness through training and supply of instruction materials and re-submission of 16
community primary schools for coding by MoES. The other areas that have to be worked on
include: conducting training for Teachers in charge of Special Education Needs; regular routine
school inspection; collecting the required data for proper planning and management of schools;
setting Special Needs Units (for inclusive education); capacity building (for improved delivery
of inspection services); increased supervision and monitoring of Government programs and
advocacy for youths skilling through vocational training.
The total road network in the district is 1175 km. 138 km are classified as national roads of
which 78 km are tarmacked and 60 km are of gravel 395.4 km are classified as District roads
of which 60% are in good/fair motorable condition. 218.4 km are urban roads of which only
02 km are tarmacked 424 km are major community access roads having less than 20% of the
access roads as motorable.
Table 2.6.4 Status of road Network in the District in comparison with National Roads
Category &
Rating
Kilometers of Road Status Total
Length
Motorable
Good Fair Poor Km %
District roads 130 95 170.4 395.4 60
Sub-county roads 20 40 363 423.9 20
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
62
Urban Roads 74 100 44 218.4 80
National roads 110 277 - 137.7 100
The Roads Sub-sector faces challenges of limited funds for rehabilitation, maintenance and
opening up of more community Access roads to enable the increasing population to access
social services such as Education facilities, Health centres and markets among others, and
incomplete road unit to effectively carry out road maintenance works.
The District water coverage (or access to safe water in the district) stands at 67% below the
national coverage at 69% (MWE Sector Performance Report, 2019) while the district sanitation
coverage is 75% measured by latrine coverage at household level. Groundwater tapped in form
of boreholes (deep or shallow, hand-pumped or motorized), is the main source of water supply
in the district (in both rural and urban). Under Rural Water, the district has 370 boreholes and
220 shallow wells. Under Urban Water, there are three piped water supply schemes in the Town
Councils of Bweyale, Kigumba and Kiryandongo, all of them being managed and funded by
National Water and Sewerage Corporation.
This DDP aims at reducing burdens (of diseases, labouring, and lost time) faced by people in
accessing the water service infrastructure so as to create a healthy industrious population. Focus
will be on provision of more piped water for towns and populated centres, boreholes for rural
areas and water for livestock. Existing valley tanks are obsolete.
Constraints to the water sector is lack of transport means and inadequate staff. Major challenge
is low sector funding - an annual average of Sh. 600 million equivalent to a yearly average of
Sh. 1900 per capita i.e. Less than a dollar per head per year.
Kiryandongo district has an area of 3,624.1km², and it is well endowed with natural resources
like Kyoga Nile on North and Western part of the district, Murchison falls National park,
Nyamakebe and Kibeka forest reserves, Kaduku hill, Titi wetland as the longest in the district,
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
63
Karuma Hydro power project, vast land majorly in the ranches which are 38 in total the biggest
number of ranches in a single district. The department of natural resource has three sub sectors
that is environment, forestry and land management.
Under Land management, physical planning of Karuma town board, Katulikire trading,
Apodorwa, Nyabiso, Katamarwa centres planning has been concluded and implementation
started. In Surveying, Ranches have been properly demarcated and surveyed to guide
settlements and other government land including Kigumba sub-county headquarter have
already been surveyed among others while a larger portion still remain un surveyed.
Emphasis should also be shifted towards opening and maintaining boundaries of all
government land including Kibanda County. Existing wetlands have been identified most of
the being seasonal and they support a diversity of plant, animal and plant species. They are
facing degradation especially from agriculture and settlement hence the need for restoration.
Community based services cuts across all sectors as part of the effort to improve community
participation levels in fighting against poverty, diseases and ignorance. Therefore, this sector
majorly carries preparatory activities to promote holistic and sustainable development in the
district. The major target group comprises of vulnerable and disadvantaged person such as
persons with disability, women, youth, children in conflict with laws, very poor households,
persons living with HIV/AIDS, orphans and other vulnerable children.
Community based services cuts across all sectors as part of the effort to improve community
participation levels in fighting against poverty, diseases and ignorance. Therefore, this sector
majorly carries preparatory activities to promote holistic and sustainable development in the
district. The major target group comprises of vulnerable and disadvantaged person such as
persons with disability, women, youth, children in conflict with laws, very poor households,
persons living with HIV/AIDS, orphans and other vulnerable children.
The general performance of the sector has greatly improved over the past financial years
through promoting decentralization policy of bringing services nearer to the community. The
sector is spearheading involvement of grass root communities in development planning,
programming, implementation, monitoring and evaluation of community development
activities such as DDEG, NUSAF3, DRDIP and Special grant to persons with disabilities. It
has also been engaged in working with development partners like MACDEF, UNICEF,
UNPFA, Sight Savers International among others in providing child protection activities.
Despite of the above progress made. It is faced with the following constraints:
Inadequate logistical support and human resources for effective community mobilization and
empowerment; gender inequality leading to unequal distribution of resources, opportunities
and violation of human Rights including social harmful practices in our communities;
breakdown in the extended family systems and community resource mechanism for supporting
vulnerable groups; poor mind set of the youth and some category of people towards work;
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
64
increasing number of vulnerable persons (attributed to HIV/AIDS, chronic poverty, limited
social protection services and disasters – refuges from Southern Sudan, Kenya and Bududa);
conflicting and diverse cultural norms, values and beliefs (slowing community development
process); under and unemployment (mostly by youths) and labour exploitation.
Planning department is equipped with three substantively recruited staff including the District
Planner, Senior Planner and Population. Therefore, service delivery has been made possible by
these available staff and the limited resources in the department. The focus of the department
has been promoting participatory planning at all levels in the district through knowledge and
skills development. Through this effort, the necessary mandatory documents including the
development plan, budget estimates, budget framework papers, performance contracts and
quarterly programme budgeting system progress performance reports have been prepared and
submitted to line Ministries.
However, the department faces a constraint of lack of support staff particularly the typist, driver
and attendant to help in service delivery. Initiating, typing, dispatching mails, receiving mails
and visitor is all done by technical staff themselves thereby compromising effective service
delivery. The department also has a constraint of lack of office space where planning unit staffs
are currently accommodated in one meeting room. This negatively affects the working
environment for staff.
Also, there is a constraint of lack of data processing software’s where modern licensed data
processing software’s are currently not adequate in planning to assist in effective data
processing. Internet connectivity is irregular thereby affecting instant reply to mails.
The Internal Audit Department is comprised of the Principal Internal Auditor as the Head of
the District Internal Audit department. There is also an internal auditor together with the office
attendant, within the department. The District has 3 Town Councils whose council services are
appraised by Internal Auditors based at the Town Council establishments and supervised by the
District Internal Auditor in consultative and quality assurance manner.
During the last five years, Internal Audit achieved the following:
The Department received a motorcycle and a Desk top computer from MoLG, under FINMAP
2 project (Financial Management Program); procured a lap top for the District Internal Auditor;
recruited two staff (Internal Auditor and Examiner of Accounts), procured an executive desk
and chair; produced 20 mandatory quarterly audit reports; procured two filing cabinets;
undertook skills improvement; attended LG Internal Auditors workshops; contributed to
management improvement in financial management and quality assurance and offered advice
(on procurement, accountability, land matters and recruitment).
However, during the course of the five years the department faced a number of challenges and
constraints;
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
65
For more than half the development plan period, the department operated with a skeleton staff,
yet with large audit scope or coverage; lack of departmental transport means; limited financial
resources; power blackouts; poor management responses to audit queries raised in draft
management letter; delayed delivery or conclusion of cases resulting from internal audit special
audits like Bweyale & Kigumba Town Councils and NAADS programme at the District and
Accountants’ attitudes to audit.
2.7 Summary of development issues informing the LGDP formulation
The Physical development plan for the entire district; funding and construction of
administration blocks for newly created administrative units in the district; construction of
more classroom blocks in both primary and secondary schools; construction of more lined VIP
latrines in the district; provision of more bore holes for the community; extension of piped
water; rehabilitation of the district roads; periodic maintenance of CARs; construction of more
health units especially HC VI for Kibanda South constituency and upgrading of HC IIs to HC
IIIs.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
CHAPTER THREE
3.0 LGDP STRATEGIC DIRECTION AND PLAN
The Chapter describes the LG Vision and Mission, Summary of adopted NDPIII Strategic Direction (Goal, Strategic Objectives and Programmes) and
Strategies, Key Development Results and Summary of Adopted/Adapted Programmes, Objectives and Result (Outcomes), Interventions and Outputs
3.1 LG Vision and Mission
Vision
A transformed Kiryandongo District from a predominantly rural subsistence agricultural entity to a thriving industrialized entity with reputable leadership
and quality life for all by the year 2040.
Mission
Serving the people of Kiryandongo District in a coordinated service delivery phenomenon with focus on national and local priorities in a sustainable
district development framework.
3.2 Summary of adopted NDPIII Strategic Direction (Goal, Strategic Objectives and Programmes) and Strategies
In fulfillment of the NDP III theme of ‘strengthening Uganda’s competitiveness for sustainable wealth creation, employment and inclusive growth’ and
NDP III objective of ‘increasing the stock and quality of strategic infrastructure to accelerate the countries competitiveness’ Kiryandongo District Local
Government has the following strategic direction.
Table 3.2.1: Summary of adopted NDPIII Strategic Direction (Goal, Strategic Objectives and Programmes) and Strategies
NDP Goal: Increase average household incomes and improve the quality of life of Ugandans
Overall objectives: I. Enhance value addition in key growth opportunities
II. Strengthen the private sector to create jobs
III. Consolidate and increase stock and quality of productive infrastructure
IV. Enhance the productivity and social wellbeing of the population
V. Strengthen the role of the state in development
Programs that KDLG will contribute to: 1. Agro-industrialization
2. Tourism Development
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
3. Climate Change, Natural Resources, Environment, and Water Management:
4. Private Sector Development
5. Integrated Transport Infrastructure and Services
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Homicide rate per
100,000 people
11 10.54 10.08 9.62 9.16 8.7
Objective 1:
Enhance
value
addition in
Key Growth
Opportunities
Agro and Mineral
based
industrialization
Average monthly
nominal
household income
(Ugx)
416,000 401,667 482,297 548,408 587,840 632,044
Sectoral
Agriculture
contribution to
GDP (percentage)
22.9 21.22 20.88 20.54 20.22 19.89
a) Industry 26.5 27.55 27.81 28.05 28.31 28.56
b) Services 43.4 44.18 45.07 45.97 46.89 47.8
Tourism Foreign exchange
earnings from
Tourism (USD
billion)
1.45 1.5840 1.631 1.689 1.774 1.862
Share of Tourism
to GDP (percent)
7.3 7.8 7.9 8.0
8.1 8.5
ICT
Contribution of
ICT to GDP
2.0 2.67 2.89 3.13 3.40 3.69
Land Percentage of
titled land
21
24 29 32 35 40
Objective 2:
Strengthen
private sector
capacity to
drive growth
Private sector
growth
Saving as a
percent of GDP
16
16.35 16.79 17.36 18.57 19.91
Private sector
credit (Annual %
change)
11.2 8.4 12.9 13.5 16.0 17.4
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
and create
jobs
Youth
unemployment
Rate
13.3
12.2 11.6 11.0 10.5 9.7
Objective 3:
Consolidate
& increase
stock and
quality of
Productive
Infrastructur
e
Energy Households with
access to
electricity
(percent)
21
40 45 5 55 60
Road Percent of paved
roads to total
national road
network
21. 1
27 30 32 34 36
Percentage of
district roads in
fair to good
condition
61
64.8 68.6 72.4 76.2 80
ICT
Proportion of area
covered by broad
band services
41 50.8
60.6 70.4 80.2 90
Internet
penetration rate
(internet users per
100 people)
25
30 35 43 46 50
Unit cost of
internet (USD)
237 210.6 177.2 143.8 110.4 70
Objective 4:
Enhance the
productivity
and social
wellbeing of
Labour
productivity (GDP
per worker - USD)
Labour
productiv
ity (GDP
per
worker -
USD)
Agric
ultur
e
2,212 2,527
2,656 2,757 2,919 3,114
Indus
try
7,281 8,162 8,446 8,622 8,971 9,413
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
the
population
Servi
ces
3,654 3,925 4,063 4,135 4,276 4,456
Labour Force
Participation Rate
(LFPR)
52.3
56 59.9 64.1 68.6 73.4
Employment
Population Ratio
47.5
51.3 55.4 59.8 64.6 69.8
Health Life expectancy
at birth (years)
63.3
64.6 66.0 67.02 68.7 70
Infant Mortality
Rate/1000
`43 41.2 39.4 37.6 35.8 34
Maternal
Mortality
Ratio/100,000
336
311 286 261 236 211
Neonatal
Mortality Rate
(per 1,000)
27 22 21 20 19 18
Total Fertility
Rate
6.7 5.0
4.9 4.8 4.6 4.5
U5 Mortality
Ratio/1000
64 59
55 50 46 42
Total 61 65
68 71 74 79
Survival rates,
percent
a) Primary 38 40 41 45 50 55
b) Secondary 77 79 82 86 90 95
Literacy rate 73.5 74.1 75.3 76.9 78.4 80.0
Proportion of the
population
40.9
43 45.1 50 55 60.9
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
participating in
sports and
physical exercises
Water and
Environment
Forest cover
(percent of total
land area)
12.4
12.5 12.8 13.1 14.1 15
Wetland cover
(percent)
8.9
9.08 9.20 9.32 9.45 9.57
Safe water
coverage
(percent)
69.4 70.1 70.4 71.1 71.8 72.9
a) Rural 73 75.4 77.8 80.3 82.6 85
b) Urban 74 79.2 84.4 89.6 94.8 100
Sanitation
coverage
(Improved toilet)
19 23 28 32 37 45
Hygiene (Hand
washing)
34
36 38 42 46 50
Social Protection
Coverage (percent)
Proportion of
population
accessing social
insurance, percent
5.0
7.5 10.0 12.5 15.0 20
Percent
population
receiving direct
income support
0.5 0.7
2.5 3.0 6.5 8.0
Proportion of
eligible
population with
access to social
care
services, percent
N/A
5.0 7.5 10.0 12.5 15.0
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Extent of hunger
in the population
(percent)
40
36 32 28 24 20
Stunted children
U5 (percent)
29
27 25 23 21 19
5. Strengthen
the role of the
state in
guiding and
facilitating
development
Tax Revenue Tax Revenue to
GDP ratio
(percent)
12.58 12.04 12.36 12.77 13.32 13.81
Public resources Public resources
allocated to Local
Government
(percent)
12.25 18.38
22.05 24.26 29.11 30
Cost of electricity
Cost of electricity
for all processing
and
manufacturing
enterprises (USD
cents)
8 7 5 5 5 5
3.4 Summary of Adopted/Adapted Programmes, Objectives and Result (Outcomes), Interventions and Outputs
Program Agro Industrialization
Program objectives
1; Increase agricultural production and productivity;
2; Improve post-harvest handling and storage;
3; Improve agro-processing and value addition;
4; Increase market access and competitiveness of agricultural products in domestic and international markets;
5; Increase the mobilization and equitable access and utilization of agricultural finance; and
6; Strengthen the institutional coordination for improved service delivery.
Key Results Indicators Baseline data
Plan Target (Year 5)
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
possibly drawn from LG
Situation
Analysis
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Reduction in the
percentage of households
dependent on subsistence
agriculture as a main
source of livelihood from
68.9 percent to 55 percent;
Percentage of
households
dependent on
subsistence
agriculture
68
67 65 60 57 55
Increase the proportion of
households that are food
secure from 60 percent to
90 percent.
Proportion of
households that are
food secure
69 75.20 80.16
84.13 87.30 89.84
Increase area under formal
irrigation (ha)
Area under formal
irrigation (ha)
300 1,000 5,000 8,000 10,000 15,000
Increase the percentage of
functional water for
production facilities
Functional water for
production facilities
86.7
87.7 88.2 88.7 89.2 89.7
Post-harvest losses for
priority commodities
(percent)
Post-harvest losses 37
33 30 25 18 15
Program Tourism Development
Program objective(s): 1: Promote domestic and inbound tourism;
2: Increase the stock and quality of tourism infrastructure;
3: Develop, conserve and diversify tourism products and services;
4: Develop a pool of skilled personnel along the tourism value chain and ensure decent working conditions; and,
5: Enhance regulation, coordination and management of tourism.
Key Results Indicator Baseline Plan Target (Year 5)
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
1
2
data possibly drawn
from LG
Situation
Analysis1
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
(v) Increase the proportion
of leisure to total tourists
from 20.1 percent to 30
percent;
Increase contribution
of tourism to total
employment, percent
6.3
6.8 7.1 7.5 8 8.5
Program Climate Change, Natural Resources, Environment, and Water Management
Program objective(s): 1: Ensure availability of adequate and reliable quality fresh water resources for all uses;
2: Increase forest, tree and wetland coverage, restore bare hills and protect mountainous areas and rangelands;
3: Strengthen land use and management;
4: Maintain and/or restore a clean, healthy, and productive environment;
5: Promote inclusive climate resilient and low emissions development at all levels;
6): Reduce human and economic loss from natural hazards and disasters;
7: Increase incomes and employment through sustainable use and value addition to water, forests and other natural
resources.
Key Results Indicator Baseline data possibly
drawn from LG
Situation
Analysis2
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Increase water permit
holders complying with
permit conditions at the
time of spot check;
a. abstraction – surface
from 78 percent to 82
percent;
Abstraction – surface
78
78.5
79.5
80
80.5
82
b. abstraction –
groundwater from 76
percent to 81 percent;
Abstraction –
groundwater
76
77
78
79
80
81
c. waste water discharge
from 63 percent to 68
percent.
Waste water
discharge
63 64
65
66
67 68
Increase water samples
complying with national
standards;
a. water bodies at 65
percent by 2025;
Water bodies
60
61
62
63
65
b. supplies/water
collection point at 80
percent by 2025
Supplies/water
collection point
65 68 71 74 80
Increase land area covered
by forests from 9.1 percent
to 15 percent;
Land area covered by
forests
9.1
10.3 11.5 12.7 13.9 15
(iv) Increase land area
covered by wetlands from
Land area covered by
wetlands
8.9 9.08
9.20 9.32 9.45 9.57
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
8.9 percent to 9.57
percent;
Increase permit holders
complying with ESIA
conditions at the time of
spot check from 40
percent to 90 percent
Permit holders
complying with
ESIA
40
50 60 70 80 90
Increase the percentage of
titled land from 21 percent
to 40 percent
Percentage of titled
land
21
24 29 32 35 40
Reduce land related
conflicts by 30 percent
Land related
conflicts
20 18 16 14 12 10
Program Private Sector Development
Program objective(s): 1) Sustainably lower the costs of doing business;
2) Promote local content in public programmes;
3) Strengthen the enabling environment and enforcement of standards;
4) Strengthen the role of government in unlocking investment in strategic economic sectors;
5) Strengthen the organizational and institutional capacity of the private sector to drive growth.
Key Results Indicator Baseline
data possibly drawn from LG
Situation
Analysis3
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Reduce the informal sector
from 51 percent in
2018/19 to 45 percent in
2024/25
Informal sector 56.6 52.9 51.7 50.4 49.2 48.1
Increase the proportion of
public contracts and sub-
contracts that are awarded
to local firms, from 30
percent to 50 percent
Proportion of public
contracts and sub-
contracts that are
awarded to local
firms
30
50 50 50 50 50
Program Integrated Transport Infrastructure and Services
Program objective(s): 1) Optimize transport infrastructure and services investment across all modes;
2) Prioritize transport asset management;
3) Promote integrated land use and transport planning;
4) Reduce the cost of transport infrastructure and services;
5) Strengthen, and harmonize policy, legal, regulatory, and institutional framework for infrastructure and services;
6) Transport interconnectivity to promote inter and intra-regional trade and reduce poverty.
Key Results Indicator Baseline data possibly
drawn from LG
Situation
Analysis4
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Reduce unit cost of
building transport
infrastructure, per Km
Average cost for
construction of
unpaved/ gravel road
(in million)
40
38 36 34 32 30
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
5
Increase average
infrastructure life span
Tarmac roads –
(years)
18 20 20 20 20 20
First class marram
(years)
2 2 2 2 2 2
Reduce fatality and
causality per mode of
transport
Fatality per 100,000
persons (road)
26
25 24 23 22 21
Program Sustainable Urbanization and Housing
Program objective(s): 1) Increase economic opportunities in cities and urban areas;
2) Promote urban housing market and provide decent housing for all;
3) Promote green and inclusive cities and urban areas;
4) Enable balanced, efficient and productive national urban systems;
5) Strengthen urban policies, planning and finance.
Key Results Indicator Baseline data possibly drawn from LG
Situation
Analysis5
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Decrease the urban
unemployment rate from
14.4 percent to 9.4 percent
Urban
unemployment rate
14.41 13.5 12.3 11.3 10.3 9.4
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
6
Decrease the percentage of
urban dwellers living in
slums and informal
settlements from 60
percent to 40 percent
Percentage of urban
dwellers living in
slums and informal
settlements
60
58 55 50 44 40
Increase the proportion of
tarmacked roads in the
total urban road network
from 93 km to 97.2 km
Proportion of
tarmacked roads in
the total urban road
network
93 94 95 96 97 97.2
Improve the efficiency of
solid waste collection
from 30 percent to 50
percent
Solid waste
collection
30 33.2 36.8 40.8 45.2 50.1
Program Human Capital Development
Program objective(s): 1) To improve the foundations for human capital development;
2) To produce appropriate knowledgeable, skilled, and ethical labour force (with strong emphasis on science and
technology, TVET and Sports);
3) To streamline STEI/STEM in the education system;
4) To improve population health, safety and management;
5) To reduce vulnerability and gender inequality along the lifecycle; and
6) To promote sports, recreation, and physical education.
Key Results Indicator Baseline data possibly drawn from LG
Situation
Analysis6
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Increased average years of
schooling from 6.1 to 11
years
Average years of
schooling
- 6.1 7 8 10 11
Increased learning
adjusted years of
schooling from 4.5 to 7
years
Learning adjusted
years of schooling
4.5
4.6 5.0 5.3 6.0 7
Reduced prevalence of
under 5 stunting from
28.9percent to 19percent
Prevalence of under
5 stunting
28.9 27 25
23 21 19
Reduced under 5 mortality
from 64/1000 live births to
42/1000
Under 5 mortality
rate
64
59 55 50 46 42
Reduced Maternal
Mortality Rate from
336/100,000 to
211/100,000
Maternal Mortality
Rate
336
311 286 261 236 211
Reduced unmet need of
family planning from 28 to
10 percent and increase
CPR from 35 to 50 percent
Unmet need of
family planning
28
26 22 18 14 10
Reduced Mortality due to
high risk Communicable
Diseases (Malaria, TB &
HIV/AIDS) (percent) from
60 percent in 2017 to 30
percent
Malaria 13.0 11 10 8 7 6
TB 4.0 3.5 3 2.5 1.8 1
HIV/AIDS 5.0 4 3.5 3 2.5 2
Reduce teenage pregnancy
rate from 25 percent in
2016 to 15 percent
Teenage pregnancy
rate
25
22 20 18 16 15
Increased access to safe
water supply from 70 to
Rural safe Water
Sources
73
75.4 77.8 80.3 82.6 85
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
7
85 percent (rural) and
from 74 percent to 100
percent (urban);
Urban safe Water
Sources
74 79.2 84.4 89.6 94.8 100
Increased access to basic
sanitation from (improved
toilet) 19 to 40 percent and
hand washing from 34 to
50 percent
Improved toilet
coverage
19 23 28 32 37 45
Improved Hand
washing facility
34
36 38 42 46 50
Increased proportion of
the population accessing
universal health care from
44 to 65 percent
Proportion of the
population accessing
universal health care
44
48.2 52.4 56.6 60.8 65
Program Community Mobilization and Mindset
Program objective(s): 1) Enhance effective mobilization of families, communities and citizens for national development;
2) Strengthen institutional capacity of local government and non-state actors for effective mobilization of
communities;
3) Promote and inculcate the National Vision and value system; and
4) Reduce negative cultural practices and attitudes.
Key Results Indicator Baseline data possibly
drawn from LG
Situation
Analysis7
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Increase the proportion of
families, citizens and
communities informed
about national and
Proportion of
families, citizens and
communities
30
50 60 70 80 90
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
8
community programmes
from 30 to 90 percent
informed about
national and
community
programmes
Increase the participation
of families, communities
and citizens in
development initiatives by
80 percent;
Families,
communities and
citizens in
development
initiatives
60
70 75 80 85 90
Increased household
savings and investments
Households’
participation in
saving schemes
(percent)
10
20 30 40 50 60
Program Development Plan Implementation
Program objective(s): 1) Strengthen capacity for development planning;
2) Strengthen budgeting and resource mobilization;
3) Strengthen capacity for implementation to ensure a focus on results;
4) Strengthen coordination, monitoring and reporting frameworks and systems;
5) Strengthen the capacity of the national statistics system to generate data for national development; and
6) Strengthen the research and evaluation function to better inform planning and plan implementation.
Key Results Indicator Baseline data possibly drawn from LG
Situation
Analysis8
Plan Target (Year 5)
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Chapter Four
4.0 LGDP Implementation, Coordination and Partnership Framework
The chapter outlines the LGDP implementation, coordination and partnership framework which involves the LGDP implementation and coordination
strategy, LGDP institutional arrangements, LGDP integration and partnership arrangements and pre-requisites for successful LGDP implementation.
4.1 LGDP Implementation and Coordination Strategy
In the LGDP 2020/2021-2024/2025, it is projected that some projects will be implemented at: Local government level by district, center-level by Line
Ministries (MWE, MOLG, OPM, MOFPED, MOW, MAAIF, MOES, MOH & MGLSD) and district or regional level (District, Sub Counties, Town
Councils, CSOs & PSOs)
Project Implementer Supervision Monitoring Evaluation Means of Coordination
Achieve at-least 80
percent of the DDPIII
targets
NDPIII targets 0 10 20 40 60 80
Increase the alignment
between the Annual
Budgets and the DDPIII
from 60 percent to 100
percent at national and
programme levels
Alignment between
the Annual Budgets
and the NDPIII
60
100 100 100 100 100
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Category Verification (MOV)
Local
Government
Led Projects
District (HLG
& LLGs)
District, Line
Ministries,
LLGs
District, Line
Ministries,
LLGs CSOs
District, Line
Ministries
District development
plans, Sector
development plans,
annual, quarterly and
monthly reports, audit
reports, assessment
reports, Survey
reports
Through meetings, joint project
missions, field project visits,
workshops, IEC
Centre-led
projects
Ministry Line Ministries District, Line
Ministries,
CSOs
Line Ministries National development
plan (NDP III),
District development
plans, Sector
development plans,
annual, quarterly and
monthly reports, audit
reports, assessment
reports, Survey
reports
Through meetings, project
missions, field project visits
workshops, IEC
NGO& PSO
projects
CSOs & PSOs NGOs, PSOs
District, Line
Ministries
NGOs, PSOs
District, Line
Ministries
NGOs, PSOs
District, Line
Ministries
CSO and PSO
development plans,
District development
plans, Sector
development plans,
annual, quarterly and
monthly reports, audit
reports, assessment
reports, Survey
Through meetings, project
missions, field project visits
workshops, IEC
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
reports
4.2 LGDP Institutional Arrangements
GOU – Financing and policy guidance.
Line Ministries (MWE, MOLG, OPM, MOFPED, MOW, MAAIF, MOES, MOH & MGLSD) - Policy, sector guidelines, monitoring and technical
support to district.
District – Planning, designing, procurement, implementation, supervision, monitoring and evaluation, coordination, lobbying and support to LLGs.
LLG – Identify and consolidate needs and submit to district for consideration, community mobilization, outreaches, needs verification &
prioritization, submit needs for integration into the district budget, work plan and development plan as well as enforcement.
Village (users / beneficiaries) – identify needs and submit to parish for consideration, provide land, O&M of facilities.
4.3. LGDP Integration and Partnership Arrangements
The line ministries are to provide policies, sector guidelines, monitoring and technical support to district departments for enhanced cohesion and
partnership. The sectoral integration and partnership arrangement is fairly unique since the sector programmes and activities consider cross-cutting issues
as key in the integration and partnership arrangements for effective, efficient and economic service delivery to the public.
The Community Based Services sector being the lead agency in social mobilization and community empowerment will work together with sector
departments and development partners including CSOs, CBOs, private sectors, line ministries and departments to foster smooth implementation,
monitoring and evaluation of this plan in the entire district.
4.4 Pre-requisites for successful LGDP implementation
Prerequisite Strategy
Financing Supplement government grants by writing project proposals to attract external funding as
well as implement the district revenue enhancement plan to increase the district local
revenue base. This development plan will also be marketed to further attract more
revenue to the district.
Coordination, M & E Mechanisms have been put in place for effective coordination, M & E of this
development plan. District MIS systems including EMIS and HMIS among others will
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
be revamped and strengthened with latest tools both soft and hard software’s so that time
series data is accumulated as part of functional coordination, M & E system. Interface
with institutions at national, district and regional level has also been emphasized as a
collective effort towards this direction.
However, the following are also pre-requisites for successful LGDP Implementation;
Availability of committed and motivated sub sector staff
Good political will and support.
Supportive development partners and civil society organization.
Availability of adequate financial resources.
Existence of peace and stability in the district.
Team work
Chapter Five
5.0 LGDP Financing Frameworks and Strategy
The Chapter covers the summary of funding sources for the five years, Summary of Programme costs for the five years, summary of project costs for the
five years and resource mobilization strategy.
5.1 Summary of funding sources for the five years
To achieve the planned objectives and results, the overall cost of financing all the DDPIII planned programme interventions over the 5-year period is
estimated at around UGX 344,928,191,465/= (three hundred fourty four billion nine hundred twenty eight million one hundred ninety one thousand four
hundred sixty five shillings) of which UGX 329,542,287,750/= (three hundred twenty nine billion five hundred fourty two million two hundred eighty
seven thousand seven hundred fifty shillings) is contribution by the public, UGX 4,592, 252,670/= (four billion five hundred ninety two million two
hundred fifty two thousand six hundred seventy shillings) while UGX 10,793,640,995/= (ten billion seven hundred ninety three million six hundred fourty
thousand nine hundred ninety five shillings) is external financing contribution. Other external sources will contribute UGX 10,050/= (ten thousand, fifty
shillings). This means that 96 percent of the total resources expected to finance the Plan will come from GoU consolidated budget, 1 percent from Local
Revenue while 3 percent will be from the development partners.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Table 5.1.1: Summary of funding sources for the five years
Source of funds Total DDP III Costing 2020/21 - 2024/25
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Total Revenue
Local Revenue 831,082,000 872,636,100 916,267,905 962,081,300 1,010,185,365 4,592,252,670
The main source of the public resources for financing the Plan will come mainly from three sources: Discretionary Government Transfers, Conditional
Government Transfers and Other Government Transfers. The other source is external Financing mainly from development partners. The Local Government
must prioritize the implementation of strategies that increase local revenue to finance public investments. Local revenue mobilization is one of the
sustainable ways of increasing additional space for sustainable budget expenditures, foster local ownership and reduces dependency on external assistance.
Development Partners finance a large number of projects, some of which are of a development nature. Specifically, NGOs will receive and spend up to 3
percent of the budget annually. Therefore, Kiryandongo District Local Government will ensure that NGOs only implement priorities articulated in this
Plan. In addition, participation of these NGOs at District Local Government level in annual planning will be strengthened to achieve this objective. Overall,
owing to the requirement of enormous resources for financing the development plan, all the various stakeholders both private and public will be approached
for their assistance.
5.2 Summary of Programme costs for the five years
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Programme Total DDP III Costing 2020/21 - 2024/25
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Total Revenue
Town 25,000,000 30,000,000 35,000,000 40,000,000 50,000,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
beautification
Planning Procurement of
computers
5,000,000 5,000,000
Procurement of a
scanner
3,000,000
Procurement of a
motorcycle
18,000,000
Internal Audit Procurement of
computers
5,000,000 5,000,000
5.4 Resource Mobilization Strategy
The resource mobilization strategies that will be used to mobilize revenues will include conducting regular revenue assessments to know the actual value
during tendering, upgrading of markets to increase the working condition of venders by fencings and construction of market stalls, conducting revenue
meetings with revenue collectors on quarterly basis, procurement of motor vehicle and motor cycles to ease revenue monitoring exercise, conducting
revenue mobilization workshops, conducting revenue source surveys, procurement of land to establish industrial parks and markets, conducting property
valuation in upcoming towns, establishment of revenue registers for all revenue sources, compiling revenue enhancement plan to guide collection of local
revenue, operationalizing land office to collect land fees, formulation of bye laws to enforce collection fees on sale of land, enforcing the three month or
six month down payment for all tendered revenue, and establishing a database of all revenue sources in the district.
This will be part of the effort to maximize revenue collection so as to optimize financing of this LGDP. The key revenue sources to finance this plan
include taxes which include local service tax, local hotel tax, business licenses on any type of business legally established. Other sources include social
contributions will include capital development tax contributions, recurrent taxes on immovable property like land and buildings, non-tax revenue like
property income, rents and rates on non-produce assets, royalties on minerals and power generations.
More sources include other property incomes which include sale of government properties/assets, sale of none produced properties /assets, sales of goods
and services, rent and rates, produce assets, administrative fees and licenses ,user fees charges which includes the following categories park fees property,
immigration permits, refuse collection fees, property rates and duties/fees, animal and crop husbandry related levies, registration fees, business registration
fines and penalty and forfeits like court fines and penalties, voluntary transfers from NGOs both current and capital, central government transfers
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
conditional and un conditional, grants from government as well as miscellaneous revenue sources and unidentified revenue sources which include windfall
gains, reimbursement of other goodies and other receipts/income.
The state strategic actions that will be taken by LG in mobilizing development partners to finance LGDP activities include joint budgeting and quarterly
meetings with development partners. Activities of development partners have at the same time been integrated in this plan for ease of collaboration to
finance this plan. Strategies for ensuring efficiency in resource use have also been elaborated including enforcing the use of financial and accounting
regulations as an internal control mechanism in financial management in the district.
CHAPTER SIX
6.0 LGDP Monitoring and Evaluation Framework
This Chapter entails the LGDP monitoring and evaluation arrangements, LGDP progress reporting, joint annual review of LGDP, LGDP midterm
evaluation, LGDP end of term evaluation, LGDP results Monitoring and Evaluation Matrix, LGDP communication and feedback strategy/arrangements.
6.1 LGDP Monitoring and Evaluation Arrangements
Monitoring of Government projects and programs will be driven by the need for information to enable management at all levels make informed decisions
relating to legal requirements, compliance issues, decision making, high and extreme risks, assessing the effectiveness of DDPIII in socio-economic
development programs and impact identification.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
The Monitoring and Evaluation Framework for this DDP will therefore consist of a set of agreements and procedures by which various management levels
select appropriate input, output, outcome and impact information or indicators of these, their measurement and transmission in the right form, to the right
place, at the right time and with the right frequency to aid the decision-making process.
The existing M&E strategies conceived to enhance governance and public service delivery have not yet fully led to the development and institutionalization
of the necessary monitoring and evaluation function in the municipality. The District Planning Unit has the mandate to plan, collect, process, analyze and
disseminate M&E information. As part of the Objectives of the DDPIII formulation, initial baseline information has been gathered on the state of
Monitoring and Evaluation activities within the District. The collection of baseline information focused on four attributes of an effective monitoring and
evaluation system namely:
a. Planning how to measure success;
b. Managing the data required to measure success;
c. Communicating success/performance; and
d. Institutionalizing agreed M&E procedures, processes and tools
The analysis of the baseline information collected revealed the key strengths as well as opportunities for improvement as far as the development of the
Monitoring and Evaluation framework is concerned.
Overall most of the key elements of a monitoring and evaluation system are in place, what needs to be done is to build on the identified strengths while
sanitizing, streamlining, harmonizing, systematizing and institutionalizing the various processes, procedures, tools and MIS necessary for realizing the
benefits of an effective monitoring and evaluation system.
This strategy aims at establishing a system that is robust, comprehensive, fully integrated, harmonized and well-coordinated to monitor the implementation
of the district development initiatives as well as evaluating their impact. In particular, it is intended to strengthen implementation monitoring and evaluation
including impact assessment during the implementation of the DDPIII.
Table 13: LGDP Main M&E Events
Main M&E
Events
Purpose and
Description
Output Lead Agency Other Key
Actors
Time frame
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Programme/Sub programme Quarterly Progress report
Document progress of implementation, the drivers of progress, challenges and
recommendations
Quarterly
Programme
Progress report
LG Programme/
Sub-programme
Heads
Other LG
Actors- NGOs
and DPs
Quarterly
LGDP Annual
Performance
Review
Internal review of LGDP implementation
(Programmes,
interventions and
projects)
- Local Government
Annual
Performance
Report
HLG/MC LG Stakeholders Annually,
September
Alignment of BFPs and budgets to the
LGDP
Align BFP with the LGDP (Alignment) following communication of the 1st BCC to HODs and LLGs and
- BFP
Accounting Officer, Planning
Dept./Unit
MFPED,
NPA,
TPC Members and other LG stakeholders
Oct-
November
Budgeting and
Financial Planning
Circulate 2nd Budget Call Circulars to
commence the budget preparation process
- Annual Budget
Estimates
- Performance Contracts
- Annual Work Plan
Accounting Officer, Planning and Finance
Departments
MFPED,
NPA,
TPC Members and other LG
stakeholders
Annual,
March- May
Statistics
Production and use in the NDP
implementation
Basis for a before, midterm and end line
assessment of the LGDP progress
Statistical
abstracts and
Quarterly
Progress
Reports
UBOS, MFPED OPM, NPA,
MFPED, other MDAs as well as
LGs
Annually,
Quarterly
LGDP Mid-Term
Review
Assess mid-term progress of LGDP and projects and programmes to ensure consistency of implementation with overall focus and
objectives
LGDP mid-term
review reports
LG NPA, MDAs, MFPED, OPM, LGs, private
sector, CSOs
January-
June 2023
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
LGDP end
Evaluation
Assess end-term evaluation of LGDP
including projects and programmes
LGDP End
evaluation reports
LG MDAs, MFPED,
OPM, LGs,
private sector,
CSOs
June 2022
6.1.1 LGDP Progress Reporting
All departments will report quarterly to the Chief Executive on key expenditures, actions, outputs and progress towards outcomes (where outcome data
becomes available). This will result in the production of the district Performance Report every three months. This report will be quality assured by the DP
department and the performance information presented, discussed and decisions taken by the DTPC and the District Executive Committee. The six-
monthly report will be produced in February/March each year, the annual report in October/November. The CAO will share the district quarterly reports
to facilitate formulation of synthesized DDPIII progress reports.
6.1.2 Joint Annual Review of the LGDP
Annual joint reviews will take place for all sectors in August / September of each year. The reviews will be based on the findings of the annual sector
performance report. In order to promote horizontal accountability, the participation of representatives from private sector, CSO and citizenry will be
emphasized.
Regular forums to assess the DDPIII progress will be conducted. While the annual joint sector reviews will focus on the sector specific issues, District
Planning Forums will seek to address cross –cutting and underlying performance challenges, which are raised both from the sector reviews and the
municipality performance reports (budget and overall performance).
6.1.3 LGDP Mid - Term Evaluation
A mid – term review of the District Development Plan will be conducted two and a half years into the plan’s implementation (January, 2023). This review
will be led by the District Planning department and will critique performance against the intended Objectives and key outputs. The purpose of the review
will be to find out whether implementation is on truck, challenges being met, areas of success and failure. It will recommend any changes required to
achieve the Objective and targets.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
6.1.4 LGDP End of Term Evaluation
A final evaluation of the District Development Plan will be conducted after four – and a half year of the plan’s implementation. The evaluation will be led
by the District Planning Department in collaboration with CAO’s office. The underlying principle of the evaluation process will be to ensure independence
and objectivity. The evaluation will assess the overall effectiveness of the District Development Plan against its Objectives and targets, and where possible
it will look at outcomes. The purpose of conducting the evaluation prior to the conclusion of the District Development Plan is to generate lessons and
recommendations to inform the next DDP.
6.2 LGDP Monitoring & Evaluation Matrix
This M&E matrix shall serve as a tool for management of overall M&E activities at all levels of DDPIII implementation. It is the tracking path for
achievement of the DDPIII Objectives among the departments. In particular, it guides the departments on information gathering, responsibility centres
and reporting mechanism. The matrix will also guide the CAO’s office and the Planning department by ensuring focused progress reporting.
Each department will only be responsible for its component as highlighted in respective thematic areas of the matrix.
Specific
objective
Strategy Intervention Output Indicator Baseline Data
collection
method
Frequency Resource
s in 000
Reporting
and feed
back
Responsibi
lity center
Reduce
HIV
prevalen
ce
Plan and
implement
preventive
measures
-safe medical
circumcision
Safe
male
circumci
sion
operatio
ns
conduct
ed
No of clients
who have
received safe
male
circumcision
HIV
prevalen
ce 6.7%
Clinic
registratio
n
Per
operation
day
Tools,
data
collectors
quarterly Biostatistic
ian
eMTCT eMTCT
services
provided
No data Registers Every Clinic
day
reporting
tools
Human
resource
monthly Biostatistic
ian
Implement Positive No of clients No data Registers Every Clinic monthly Biostatistic
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
positive
prevention
preventi
on
intervent
ions
impleme
nted
that are
benefiting
day ian
Increase
coverage of
clients on ART
ART
Clinics
in all
HC IIs
operatio
nalized
No of clients
that are
enrolled and
are attending
the ART clinic
No data ART
Clinic
register
Every Clinic
day
Tools
Data
collectors
monthly Biostatistic
ian
Conduct
outreaches
Outreac
hes
conduct
ed.
No of
outreaches
conducted
No data registers monthly Biostatistic
ian
Monitor static
immunization
sessions
HCs
conducti
ng static
immuniz
ation
sessions
No of Health
centres
conducting
static
immunization
sessions
No data registers monthly Biostatistic
ian
Mentor HCs on
immunization
Micro plans
HCs
with
immuniz
ation
Micro
plans
No of health
facilities with
immunization
Microplans
No data Microplan
s in place
Immunizati
on sessions
tools monthly Biostatistic
ian
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Education and Sports
Specific
objective
Strategy Intervention Output Indicator Baseline Data
collection
method
Frequency Resource
s in 000
Reporting
and feed
back
Responsibil
ity center
Classroo
ms
construct
ed
Construction
committees
Accommodation
for learners
Number of
classrooms
put up
1:45 Statistical
data forms
Once a year 2,025,00
0
Quarterly DEO, CAO,
DE,
Contractors,
PDU
Latrines
construct
ed
Construction
committee
Improve
sanitation
Number of
latrines put up
1:40 Statistical
data forms
Once a year 375,000 Quarterly DEO, CAO,
DE,
Contractors,
PDU
Desks
procured
Procurement
committee
Create a
conducive
environment
Number of
desks
supplied
1:3 Statistical
data forms
Once a year 75,000 Quarterly DEO, CAO,
DE,
Contractors,
PDU
Staff
houses
construct
ed
Construction
committee
Provide
accommodation
to teachers
Number of
houses put up
1:4 Statistical
data forms
Once a year 800,000 Quarterly DEO, CAO,
DE,
Contractors,
PDU
Roads and Engineering
Specific
objective
Strategy Intervention Output Indicator Baseline Data
collection
method
Frequency Resource
s
Reporting
and feed
back
Responsibil
ity center
Increased
District
District
taking over
Reconstruction/
Upgrading of
141
Rural Access:
Road
Measurem
Annual Funds,
Eng.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Road
Network
Connecti
vity
Major CARs
as District
Roads
major CARs into
District Roads
Distance per
KM2
0.095
ent by Use
of GPS
Staff,
GPS,
Stationer
y
Quarterly
reports to
DRC,
DEC,
DTPC,
URF, Line
Ministry,
Sectoral
Meetings
ENG DEPT.
Increased
District
Roads in
a
Good/fai
r
Motorabl
e state
Use of Force
account
method and
Labour
Gangs
Rehabilitation of
District Roads
66 District Roads
in Fair/Good
Condition
60%
Measurem
ent of
maximum
speed
attainable
on the
roads
through
ADRICS
Annual Funds,
Eng.
Staff,
GPS,
Stationer
y
Periodic
Maintenance of
District Roads
71 Annual
Mechanized
Routine
Maintenance
210 Annual
Manual Routine
Maintenance
466 Annual
Water
Specific
objectiv
e
Strategy Intervention Output Indicator Baseline Data
collection
method
Frequency Resource
s
Reporting
and feed
back
Responsibil
ity center
Increase
d water
coverage
New water
sources
constructed
Boreholes
drilled, shallow
wells
constructed,
dysfunctional
boreholes
rehabilitated,
piped water
systems
constructed,
Increase
d access
to safe
water.
Reduced no.
of persons
per facility
(boreholes,
yard taps).
500
persons
per
b/hole.
Sector
Reports
Annually Funds,
fuel,
hired
contracto
rs
Meetings
and
reports
(periodic).
District
(DWO).
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
existing water
schemes
upgraded.
Improve
d
sanitatio
n at
Househo
lds.
Zero open
defecation.
Scaling-up of
CLTS across the
district.
Reduced
cases of
sanitatio
n-related
diseases
ODF
villages.
64%
latrine
coverage.
Sector
Reports,
baseline
surveys.
Annually Funds,
fuel,
Extensio
n staff
Meetings
e.g. TPC,
coordinati
on
meetings
District
(DHI,
DHO,
DWO).
Planning
Specific
objective
Strategy Intervention Output Indicator Baseline Data
collection
method
Frequency Resource
s
Reporting
and feed
back
Responsibil
ity center
Accumul
ate time
series
data
Visit UBOS Collect
secondary data
Scope of
data
collecte
d
Population
below
poverty line
30% UBOS
survey
report
review
Annual Funds Dissemina
te
population
fact sheets
Planning
Department
6.3 LGDP Communication and Feedback Strategy/ Arrangements
6.3.1 Background and Context
A joint Leadership Forum of Ministers and Permanent Secretaries from Uganda, Ontario, Canada and the Institute of Public Administration of Canada
(IPAC), in September 2006, noted that the Governments communication function was not well coordinated thus affecting the responsiveness of
Government Communication to the Public. The Forum found a need to establish an effective Policy Communication Strategy for improved Government
Communication.
The Ministry of Information and National Guidance thereafter launched the Government Communication Strategy in 2013 which will be implemented at
all levels of Government retrospectively.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Based on this background Kiryandongo District has developed the Communication Strategy to enable effective and efficient dissemination of Government
Programmes.
Without an effective communications strategy, it would be difficult for District to address issues of Economic Development and Social transformation;
both National and Local, such as the National Agricultural Advisory Services and others.
The Uganda Government liberalized the media Industry in the early 1990s, and to this effect, there are currently three licensed Radio Stations in the
district. Although Government owned media – Vision Group also has adequate coverage of Kiryandongo, the district needs to draw a communications
strategy in order to effectively compete for audience with the private media.
Against this Background, the district is developing a strategic plan, to guide the district communication function. This is in line with the office of President,
(Cabinet Secretariat) which developed an integrated Communication Strategy in September 2011that was launched in 2013.
6.3.2 The Institutional Framework
The CAO is mandated by Law under the Local Government’s Act 1997 to communicate Government Policies and Program in the district. Since Local
Governments are at the forefront of service delivery, they are strategically placed to engage with the public in identifying issues and information needs of
citizens at the grass root level.
6.3.3 The Communication Strategy
6.3.3.1 Purpose
The Communications strategy highlights the need for the municipality to adopt a proactive and coordinated approach to handling the communication
function. The strategy therefore introduces structures within the entity, which will be used to communicate its policies aiming at Eco – Social development.
The district Communication Objectives will define critical target audiences, mechanisms for sharing and exchanging knowledge, synchronize Government
media placement, skills and technology in improving the livelihoods of the target communities and define and establish the communication infrastructure
in the Public Service.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
The strategy therefore sets a roadmap that will guide the district in building the communication function as well as promoting the understanding and
uptake of new policies and programs for National development among the communities.
6.3.3.2 Key Communication Issues
Strengthening internal and external coordination and resourcing of the communication function and to align existing policies and laws to the
communication strategy to enable strategic planning and proactive approach to the communication function in the district.
Taking advantage of the existing media to communicate consistently and effectively for the successful implementation of Government policies,
programs and projects.
Developing and implementing structures and accountability mechanisms for effective delivery of the Communication function in the district.
Use of non-conventional media to communicate to the people especially in rural areas making the district visible.
Being an active and lead player in the fast growing and competing sources of information available to the media, the private sector and the general
public.
Building capacity in terms of human, material, financial and technical resources to effectively handle the increasing demand for information.
6.3.3.3 Goal and strategic Objectives of the Communication Strategy
Overall Goal: The goal of the municipality Communication Strategy is to establish an effective, well-coordinated and proactive Communication system
in the district and with the Public that will meet the municipality information needs.
Strategic Objectives
To bring order, discipline and harmony in the district Communication function
To meet the information needs of the district
To promote a positive image of the district and the Government, within and outside the district.
Specific Objectives
To ensure that communication in the district is well coordinated, effectively managed and are responsive to the diverse information needs of the
district.
To develop a mechanism for the provision of timely, accurate, clear, Objective and complete information on Government Policies, programs,
services and initiatives to the Public.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
To provide a framework to enable Public Servants communicate easily with the Public on policies, services, and initiatives they are familiar with
and responsible for.
6.4 Audiences for the Communication Strategy
The Communication Strategy sets out to consistently reach out, share and exchange information with the core audiences at the household, community,
and National and International levels. These include:
6.4.1 Internal Audience
This may include the District Executive Committee, staff of the district, Councilors etc
6.4.2 External Audience
This will involve the media, Traditional or Cultural Leaders, Religious Leaders, Civil Society Organizations, the Public and Education / Training
Institutions.
The district communication team shall actively track media actors’ views, opinions and comments as well as media reports to anticipate the direction of
debate and develop the best messages for the situation. This will allow the district to monitor stakeholders’ reaction and determine the political, economic
and social dimension of the debate or issue.
6.5 The District Communication Team
The strategy proposes the establishment of a permanent District Crisis Communication team whose purpose among other things, is to provide media
leadership, review critical emerging issues and give policy and strategic guidance and decision making in the District. The team shall be composed of:
The District Chairperson
The Resident District Commissioner
Members of DEC (as and when need arise)
The Chief Executive
The District Internal Security Officer
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
The Sector Heads of Department (as and when need arise),
The Office of the Public Relation Officer shall be the Secretariat to the District Communication team
6.6 Communication strategy implementation matrix
Table 42: Defining Communication needs, activities, responsibility centre and outputs
Specific Objective 1: To ensure that communication across the District is well coordinated, effectively managed and area responsive to the diverse
information needs of the public
Communication need Activities Responsible Person(s) Time frame Output indicator
Establish a governing structure
to coordinate and manage
communication of the District
Policies and programmes
Develop and implement
the District
Communication strategy
Establish structures to
implement the strategy
Appoint personnel for
implementation
Setup communication
planning modalities
integrated in policy
formulation and
submission
Align and coordinate
Communication function
across the municipality
CAO and Office of the
Public relation Officer
A fully-fledged Communication strategy
Number of staffs deployed
Policies and programmes with integrated
communication plan
Communication Assessment, equipped
communication units and a number of
officers sensitized on the District
Communication Strategy
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
along with Retooling and
capacity building
Sensitize Officers about
the District
Communication strategy
and responsibilities
Specific Objective 2: To provide mechanisms for the provision of timely, accurate, clear, Objective and complete information on the District Policies,
programs, services and initiatives to citizens.
Communication
need
Activities Responsible
person
Time
Frame
Output indicators
Identification and
establishment of
channel (tools) of
communication
Clear channels of
communication
identified in the
multi-channel
approach to reach all
audiences and
ensure greater
responsiveness
A media relations
plan to enhance trust
and maximize the
positive attributes of
the media in
communicating
District Policies
PR Officer
Number of channels of communication defined
A media relations plan developed
Well defined communication responsibilities
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Defining
communication
responsibilities
Staff training on
clear
communication
Human
Resources
Sector
Number of staffs trained in clear communication
The anticipated outcomes as a result of the implementation of the Communication strategy will be:
Increased Government awareness of public opinion
Improved capacity to manage opinion and attitudes through effective communication
Improved service delivery
Improved Government implementation of policies, programmes and projects
Increased access to public information
Harmonized messages to the public
Improved responsiveness to public information needs
Better informed public, media
Balanced and accurate print, radio and television reporting
Increased transparency and accountability of the District.
Reduced ambiguity sand conflicting communication
6.7 LGDP Monitoring & Evaluation Plan
6.7.1 Purpose:
This M&E Plan is designed to coordinate and support all stakeholders to regularly and systematically track progress of implementation of priority
initiatives of this Plan and assess performance of the district in accordance with the agreed Objectives and performance indicators in the next five years.
Consequently, this M&E Plan will constitute a district-wide management tool for tracking progress and demonstrating results of the DDPIII over the next
five years. It will underpin all processes of plan implementation and accountability for results by all the departments and lower local governments
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
6.7.2 Objectives of the M&E Plan
The specific Objectives of the M&E Plan are to:
i; Coordinate and facilitate the departments, the divisions and other stakeholders to regularly and systematically track progress of the implementation
of priority planned interventions.
ii; Provide an “Early Warning System” for potentially problematic areas or processes of the DDPIII implementation that may need urgent corrective
action;
iii; Provide sustained technical backstopping and training for M&E;
iv; Facilitate continuous learning by the departments and LLGs and other actors during the implementation of the DDPIII. The results of the M&E
will be used to document the lessons learnt. This will help to identify good practices for replication and discarding what does not work; and
v; Measure the impact of the DDPIII especially change brought about in the lives of the people. Mid-Term Review (MTR) is scheduled for January,
2023.
6.7.3 Scope
The scope of the M&E Plan will cover all aspects of the DDPIII, including:
i; Implementation (i.e. inputs, activities and outputs)
ii; Outcomes
iii; Relevance of programmes and activities
iv; Efficiency (optimal use of resources)
v; Effectiveness; and
vi; Assessment of the impact of the DDPIII results and their sustainability
6.7.4 Outputs
The main output of this M&E Plan is quality up-to-date and timely information pertaining to the performance of DDPIII departmental activities, use of
resources and achievement of planned targets/outputs.
Specifically, the key outputs of the M&E strategy will be:
i; Basic statistical data on activities, resources, outputs and beneficiaries
ii; Regular updates on key performance indicators (KPIs)
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
iv; A functional district-wide unified integrated, harmonized and well-coordinated M&E system with effective and timely feedback to
stakeholders
These M&E outputs will be used to support the following:
i; Timely reporting on progress of implementation of DDPIII;
ii; Objective decision making for performance improvement;
iii; Timely meeting of reporting obligations to government and donors; and
iv; Accountability to government, donors and the population of District.
6.7.5 M&E Approach
A well-coordinated district-wide M&E system for effective tracking, evaluation and feedback on DDPIII implementation and results will be established.
This implies that the Municipality, Departments, divisions, CSOs and other stakeholders will be involved directly or indirectly in the M&E activities.
Consequently, a participatory approach that entails the involvement of all key actors and primary stakeholders will be adopted. This will enable all key
actors to fully internalize and own the system as well as use the results to inform their actions.
6.7.6 Roles and Responsibilities
In order to avoid over-laps, role conflicts, and uncertainty in the monitoring and evaluation function during the implementation of the DDPIII, roles and
responsibilities of key actors are specified below:
6.7.6.1 The District Chairperson
The Chairperson together with members of the District Executive Committee shall have overall oversight responsibility for the implementation and
management of the DDPIII and, therefore, this M&E Plan
6.7.6.2 The CAO’s Office
In accordance with its mandate as the Chief Executive Office, the CAO’s office will be responsible for monitoring the district performance and the
quarterly reporting to the District Executive Committee on the district’s performance. This performance reporting will be based on the quarterly
submissions of all departments and LLG’s to CAO’s office on progress against key actions, outputs towards outcomes.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
6. 7.6.3 The District Planning
It will be responsible for establishing the Logical Framework (Log frame) for the DDPIII, and for ensuring that departments, LLG’s and relevant non-
government actors develop results indicators that are consistent with the DDPIII. The DP staff will also be responsible for producing an overall annual
district development report, capturing progress and issues pertaining to the strategic Objectives and key interventions of the DDPIII
The other role of DP staff will be to provide core statistics that are critical for the M&E of the DDPIII actions and results.
6. 7.6.4 The Finance Department
It will be responsible for resource mobilization, formulation of the district budgets and disbursement of DDPIII budgetary resources, financial
accountability and budget monitoring and reporting
6.7.6.5 LG Departments
Departments will be responsible for monitoring frontline service delivery and accountability for results. They will also be responsible for reporting on
progress of implementation and achievement of planned outputs. This involves reporting on the process if implementation focusing on implementation
bottlenecks/constraints.
6.7.6.6 Community Level Actors
These comprise local council III (LLG’s), Parish/Ward Development Committees (WDCs), Community Based NGOs, Administrative units at ward level,
and cell councils. Their role is to provide information on:
i; Challenges and gaps experienced in delivery of various services
ii; Transparency and accountability of resources accorded; and
iii; Delivery of various services
They will also validate outcomes of implementation of the DDPIII in their respective areas.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
6. 7.6.7 Households Actors
These comprise individual citizens and constitute the primary beneficiaries of the DDPIII strategies and initiatives. The role of the population is to provide
information and delivery of outputs as well as validate results thereof. In addition, the population of the district is expected to use the M&E results to
demand for better service delivery and accountability mainly through the sub county “Barraza’s” under CAO’s office.
6. 7.6.8 Development Partners
The Donors, International Development Agencies, NGOs/CSOs, the Private Sector among others will support the M&E Plan by providing financial and
technical assistance; for the operationalization and maintenance of the M&E plan; participation in the refinement of indicators, tools and processes; and
participation in the implementation of M&E activities, integration of development partners’ monitoring frameworks into the district systems, capacity
building for M&E, and use of M&E products
6. 7.6.9 The Central Government
Among others will support the M&E plan by providing financial and technical assistance for the operationalization and maintenance of the M&E plan;
participation in the refinement of indicators, tools and processes and use of M&E products.
6.8 Methods of Data Collection, Analysis and Synthesis
6.8.1 Data Collection Methods
Administrative data; baseline and periodic surveys; mid-term evaluations; impact assessments and independent evaluation studies will be the main methods
to be used for data collection. The methods will also, as much as possible, employ standard M&E methods most often used for measuring change.
These methods will also strike appropriate balance between individual and group-based methods. The selection of appropriate methods for each M&E
activity will be guided by feasibility, appropriateness, validity, reliability, relevance, sensitivity, cost-effectiveness and timeliness.
The tools and techniques will, among others, include administrative records, baseline surveys, LQAS, questionnaires and surveys, case studies; field visits,
document reviews; stakeholder meetings and workshops; review forums; focus group discussions; Participatory Rural Appraisals (PRA); and photographs
and video.
6.8.2 Data Analysis and Synthesis
Data analysis and synthesis will be done at various levels of DDPIII M&E to enhance evidence-based decision making. The focus of analysis will be
comparing planned results with actual ones, understand the reasons for divergences and compare the performance at different levels. Data analysis will
also be used to identify changes brought about by the M&E strategy over time.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Data analysis reports will be validated by key stakeholders to:-
i; Obtain stakeholder insight on the information generated;
ii; Mitigate bias through discussion of the information generated with key M&E strategy actors and beneficiaries;
iii; Generate consensus on the data findings and gaps; and
iv; Strengthen ownership and commitment to M&E activities
Particular attention will be paid to strengthen capacity for data analysis and synthesis within the departments, LLGs, and District Planning.
6.8.3 Storage of DDP M&E Information
The District Planning department will house the central database for reporting on progress of the DDPIII, the CAO’s office – Central Registry - will be
the central storage point for all quarterly, half annual and annual reports from the departments, CSOs/NGOs and LLG’s. Departments and LLGs will be
supported to put in place infrastructure for storage and back up of performance information.
Overall, the storage of M&E information will be guided by different information needs, particularly by the Government, Council, Development Partners
and the private sector.
6.9 Accountability Structure
According to the Constitution of Uganda Article 189, clause (3), District Councils (Local Governments), shall have the responsibility for any functions
and services in the district. To support the communication function across Government therefore, the district Council (Local Government) shall perform
the following duties:
Establish a communication unit.
Develop Communication material for the district.
Provide logistics for Local Government events
Undertake research and information gathering.
Provide adequate financial, human and logistical support needed for the effective delivery of the Communication function.
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Align and make available all media Communication materials to the office of the Prime Minister and Uganda Media Center to ensure consistency
with Government’s overall core messages.
Maintain a website and intranet.
Maintain an internal Newsletter.
Inform the Office of the Prime Minister of access to information requests and releases of information.
Assign the public relations Officer to provide information about the local Government.
Provide recordings of their activities both soft and hard copies to DING for documenting, publicizing and archiving.
Define local content, electronic or otherwise, set up development and management plan at local Government and harmonize local content
management tools and systems with built organizational capacities in collaboration with DING.
Establish local content resource centers data banks and archives access at local Government with clear platforms and sharable channels as
coordinated by DING.
6.10 Communication Units for the District
The district should establish a communications unit, which should be headed by the Public relation officer answerable to the CAO and working in
liaison with the coordination Unit, Directorate of Information and National Guidance (DING), and the Office of the Prime Minister.
The communication unit is to be supported by a fully resourced budget to enable it perform its functions. It is proposed that it should be a policy
for all Government projects and programmes to allocate at least 5% of the funds to publicity, information, dissemination and advocacy.
The Public Relation Office will develop a capacity building program to address the needs of the Communication function in the district. Journalists,
Communication practitioners among others will undergo regular re – orientation trainings.
ANNEXES
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Annex 1
Annualized Work Plan
Sector: Administration
Sub Sector: Administration Support Services
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsibl
e Parties
Sourc
e of
Funds
Budget
“000” 2020/202
1
2021/2022 2022/202
3
2023/20
4
2024/202
5
Double Cubin
pickups
procured
Procurement of
double Cubin
pick up
1 1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
400,000
A
departmental
motorcycle
procured
Procurement of
motorcycle
1 1 1 1 1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
200,000
Executive
furniture
procured
Procurement of
Executive
furniture
1 1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
10,000
Intercom
installed
Installation of
intercom
1 CAO,
DCAO,
ICT
KDLG
, GOU
5000
Motorcycles
for parish
chiefs
procured
Procurement of
motorcycles for
parish chiefs
7 CAO,
DCAO,
DE, SPO
KDLG
, GOU
140,000
Parish chief s
office
constructed
Construction of
Parish chief s
office
1 1 1 1 1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
75,000
Administratio Completion of 1 CAO, KDLG 2,000,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
n block
completed
Administration
block
DCAO,
DE, SPO
, GOU
Government
programs and
policies
coordinated
and
implemented
Co-ordination
and
implementation
of government
programs and
policies
1 1 1 1 1 CAO,
DCAO
KDLG
, GOU
250,000
District store
constructed
Construction of
the district store
1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
142,000
Laptops/tabs
procured
Procurement of
laptops/tabs
2 2 2 2 2 CAO,
DCAO,
SPO
KDLG
, GOU
40,000
New
administration
blocks for
new LLGs
constructed
Construction of
the
administration
block for the
new LLGs
1 1 2 1 CAO,
DCAO,
DE, SPO
KDLG
, GOU
2,500,000
Sub Sector: Human Resource Management
Capacity
building plan
prepared
Preparation of
the capacity
building plan
1 CAO,
DCAO,
HRO
KDLG
, GOU
5000
Staff capacity
built
Capacity
building for
staff
1 1 1 1 1 CAO,
DCAO,
HRO
KDLG
, GOU
327,400
Computers
procured
Procurement of
computers
2 CAO,
DCAO,
KDLG
, GOU
10,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
HRO
Scanner and
binding
machine
procured
Procurement of
scanner and
bidding
machine
1 CAO,
DCAO,
HRO
KDLG
, GOU
15,000
Office table
and chairs
procured
Procurement of
Office table and
chairs
1 CAO,
DCAO,
HRO
KDLG
, GOU
5,000
Staff recruited Staff
recruitment
60 60 60 60 60 CAO,
DCAO,
HRO
KDLG
, GOU
25,000
Needs
assessment of
staff
conducted
Conduct needs
assessment of
staff
1 1 1 1 1 CAO,
DCAO,
HRO
KDLG
, GOU
12,000
Generator
operated and
maintained
Operation and
maintenance
Of generator
1 1 1 1 1 CAO,
DCAO,
Electrician
KDLG
, GOU
25,000
Human
resource
policies co -
ordinated and
implemented
Co-ordination
and
implementation
of human
resource
policies
1 1 1 1 1 CAO,
DCAO, CC
KDLG
, GOU
100,000
5-year
retirement
plan prepared
Preparation of
5year retirement
plan
1 CAO,
DCAO,
HRO
KDLG
, GOU
10,000
Sub Sector: Records Management
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Fire
extinguishers
procured
Procurement of
fire
extinguishers
1 CAO,
DCAO,
Electrician
KDLG
, GOU
2,000
Shelves
procured
Procurement of
shelves
1 1 1 CAO,
DCAO, RO
KDLG
, GOU
5,000
Sub Sector: Information and Public Relations
Wireless
internet
procured
Procurement of
wireless internet
1 CAO,
DCAO,
ICT
KDLG
, GOU
5,000
Office tables
chairs (set)
procured
Procurement of
office tables and
chairs (set)
1 CAO,
DCAO,
ICT
KDLG
, GOU
4,000
A professional
camera
procured
Procurement of
a professional
camera
1 CAO,
DCAO, CO
KDLG
, GOU
6,000
FM radio
transmitter
procured
Procurement of
FM radio
transmitter
1 CAO,
DCAO, CO
KDLG
, GOU
15,000
A camcorder
procured
Procurement of
a camcorder
1 CAO,
DCAO, CO
KDLG
, GOU
10,000
Tripod stands
procured
Procurement of
tripod stands
1 1 CAO,
DCAO, CO
KDLG
, GOU
6,000
Media tours
conducted
Conducting
media tours
1 1 1 1 1 CAO,
DCAO, CO
KDLG
, GOU
10,000
Media dinners
conducted
Conducting
media dinners
1 1 1 1 1 CAO,
DCAO, CO
KDLG
,
GOU,
10,000
Calendars Production of 1000 1000 1000 1000 1000 CAO, KDLG 50000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
produced calendars DCAO, CO , GOU
Diaries
produced
Production of
diaries
100 100 100 100 100 CAO,
DCAO, CO
KDLG
, GOU
15000
Quarterly
Newsletters
produced
Production of
quarterly
Newsletters
4000 4000 4000 4000 4000 CAO,
DCAO, CO
KDLG
, GOU
20000
Sector: Finance
Sub Sector: Accounting and Expenditure
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsibl
e Parties
Sourc
e of
Funds
Budget
“000” 2020/202
1
2021/2022 2022/202
3
2023/20
4
2024/202
5
Financial
statements
prepared
Preparation of
financial
statements
1 1 1 1 1 CFO
Accountant
s
KDLG
, GOU
20,000
Quarterly
financial
reports
prepared
Preparation of
quarterly
financial reports
4 4 4 4 4 CFO
Accountant
s
KDLG
, GOU
8000
Monthly bank
reconciliations
prepared
Preparation of
monthly bank
reconciliations
12 12 12 12 12 CFO
Accountant
s
KDLG
, GOU
10,000
Coordination
activities
conducted
Conducting
coordination
activities
4 4 4 4 4 CFO
Accountant
s
KDLG
, GOU
16000
Staff salaries,
pensions and
gratuity paid
Payment of staff
salaries,
pensions and
12 12 12 12 12 CFO
Accountant
s
KDLG
, GOU
35000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
gratuity
Sub counties
supervised
Supervision of
sub counties
12 12 12 12 12 CFO
Accountant
s
KDLG
, GOU
25,000
Sub Sector: Revenue and Budgeting
Revenue
enhancement
plan
formulated
Formulation of
Revenue
enhancement
plan
1 1 CFO
Accountant
s
KDLG
, GOU
16,000
Revenue
monitored and
mobilized
Revenue
monitoring and
mobilization
4 4 4 4 4 CFO
Accountant
s
KDLG
, GOU
25,000
Monthly
revenue
meetings
conducted
Monthly
revenue
meetings
12 12 12 12 12 CFO
Accountant
s
KDLG
, GOU
10,000
Accountable
stationeries for
revenue
collections
procured
Procurement of
accountable
stationeries for
revenue
collections
2 2 2 2 2 CFO
Accountant
s
KDLG
, GOU
80,000
Revenue
sources foe
revenue mgt
tendered
Tendering of
revenue souses
for revenue
management
2 2 2 2 2 CFO
Accountant
s
KDLG
, GOU
25,000
Double cabin
pick up for
revenue
Procurement
double
mobilization
1 CAO, CFO
, SPO, DE
KDLG
, GOU
200,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
mobilized and
procured
cabin pick up
for revenue
Motor cycle for
revenue
procured
Procurement of
motor cycle for
revenue,
1 CAO, CFO
, SPO, DE
KDLG
, GOU
14,000
All revenue
sources
assessed
Revenue
assessment of
all revenue
sources.
2 2 2 2 2 CFO
Accountant
s
KDLG
, GOU
40,000
Revenue
registers for all
revenue
sources
updates
compiled
Compilation of
revenue
registers for all
revenue sources
and updates
2 2 2 CFO
Accountant
s
KDLG
, GOU
5,000
Social
mobilization of
revenue
compiled
Conducting
social
mobilization of
revenue
(printings of
pump lets)
1 1 CFO
Accountant
s
KDLG
, GOU
1000
Private schools
assessed
Assessment of
private schools
(data)
compilation.
1 1 1 1 1 CFO
Accountant
s
KDLG
, GOU
5000
Midterm
revenue review
enhancement
Conducting
midterm
revenue
1 CFO
Accountant
s
KDLG
, GOU
3000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
meetings
conducted
enhancement
review meting
Assessment
tools for
revenue
sources
designed
Designing’s of
assessment
tools for
revenue sources
1 CFO
Accountant
s
KDLG
, GOU
2000
District budget
prepared
Preparation of
the district
budget
1 1 1 1 1 CFO
Accountant
s, DP
KDLG
, GOU
25,000
Budget desk
meetings
conducted
Conducting of
budget desk
meetings
4 4 4 4 4 CFO
DP, CAO
KDLG
, GOU
25,000
Budget review
meeting
conducted
Conducting
budget review
meeting
1 1 1 1 1 CFO
DP, CAO,
HODs
KDLG
, GOU
20,000
Production and Marketing
Sub Sector 1: Agriculture Administration
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsibl
e Parties
Sourc
e of
Funds
Budget
“000” 2020/202
1
2021/2022 2022/202
3
2023/20
4
2024/202
5
Annual
budgets
prepared
Prepare annual
budgets
1 1 1 1 1 DPO KDLG
, GOU
7,000
Annual work-
plans prepared
Prepare annual
work-plans
1 1 1 1 1 DPO KDLG
, GOU
3,500
Quarterly Prepare and 4 4 4 4 4 DPO KDLG 10,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
reports
prepared and
submitted
submit quarterly
reports
, GOU
Agricultural
management
information
system
established and
operationalized
Establish and
operationalize
agricultural
Management
Information
System
1 1 1 1 1 DPO KDLG
, GOU
17,500
Project
proposals for
the production
sector prepared
Prepare project
proposals for
the production
sector
4 6 6 6 8 DPO KDLG
, GOU
30,000
Social,
economic and
financial
analyses of the
major proposed
projects
undertaken
Undertake
social,
economic and
financial
analysis of
proposed major
agricultural
projects
2 3 3 3 4 DPO KDLG
, GOU
30,000
Production
department
M&E
framework
prepared
Prepare
production
department
M&E
framework
1 1 1 1 1 DPO KDLG
, GOU
2,000
Animal
husbandry and
Regulate animal
husbandry and
10 10 10 10 10 DPO KDLG
, GOU
52,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
veterinary
activities
regulated and
related services
provided to
farmers
veterinary
activities and
provide related
services to
farmers
Best practices
and
agricultural
appropriate
technologies
promoted
Promote best
practices and
agricultural
appropriate
technologies
10 10 10 10 10 DPO KDLG
, GOU
102,500
The threat of
pests, diseases
and vermin
detected and
controlled
Detect and
control the
threat of pests,
diseases and
vermin
10 10 10 10 10 DPO KDLG
, GOU
102,500
Agriculture
Agricultural
research
outputs
translated for
farmers’
consumption
and of superior
technologies in
the strategic
enterprises of
Translate
agricultural
research outputs
for farmers’
consumption
and popularize
superior
technologies in
the strategic
enterprises of
4 8 16 20 20 DAO KDLG
, GOU
115,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
cassava, maize,
beans, coffee,
banana and
horticulture
popularized
cassava, maize,
beans, coffee,
banana and
horticulture
Identify and
build capacity
for the
agricultural
extension
workers in
form of
refresher
training mainly
in the key
strategic
enterprises of
coffee, banana
Agricultural
extension
workers
capacity
building gaps in
strategic
enterprises
identified and
build in form of
refresher
training e.g. in
coffee, banana
3 5 - - 10 DAO KDLG
, GOU
32,000
Mother
gardens for
banana
established
Establish
mother gardens
for banana
8 8 10 10 10 DAO KDLG
, GOU
62,000
Mother
gardens for
coffee
established
Establish
mother gardens
for coffee,
4 8 8 10 10 DAO KDLG
, GOU
62,000
Mother
gardens for
Establish
mother gardens
10 10 10 10 10 DAO KDLG
, GOU
62,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
cassava
established
for cassava
Water
harvesting and
irrigation
infrastructure
established as
part of
Sustainable
Land
Management
(SLM)
Establish water
harvesting and
irrigation
infrastructure as
part of
Sustainable
Land
Management
(SLM)
1 2 2 3 4 DAO KDLG
, GOU
300,000
Feasibility
study on the
possibility of
an irrigation
scheme along
the Victoria
Nile carried out
Carryout a
feasibility study
on the
possibility of an
irrigation
scheme along
the Victoria
Nile.
1 1 1 1 1 DAO KDLG
, GOU
100,000
Economic
evaluations and
project
appraisals for
water
harvesting and
irrigation
infrastructure
Carryout
economic
evaluations and
project
appraisals for
water
harvesting and
irrigation
1 2 3 3 3 DAO KDLG
, GOU
30,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
carried out infrastructure
Commercial
and advisory
services for
SLM carried
out in; (i)
improving and
making readily
available to
land users
commercial
and advisory
services for
SLM (ii)
promoting
alternative
livelihood
options
through service
delivery
technology
demonstration
Strengthening
commercial and
advisory
services for
SLM: (i)
improving and
making readily
available to
land users
commercial and
advisory
services for
SLM (ii)
promoting
alternative
livelihood
options through
service delivery
technology
demonstration
5 5 5 5 5 DAO KDLG
, GOU
50,500
SLM research
output
utilization by
the farmers e.g.
on fertilizer
use, Integrated
Promote SLM
research output
utilization by
the farmers e.g.
on fertilizer use,
Integrated
5 5 5 5 5 DAO KDLG
, GOU
50,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Nutrient
Management
options
promoted
Nutrient
Management
options
An effective
M&E
framework for
SLM in the
district
developed and
operationalized
Developing and
operationalizing
an effective
M&E
framework for
SLM in the
district
1 - - - - DAO KDLG
, GOU
3,000
SLM
Management
Information
System
developed and
operationalized
Developing and
operationalizing
an SLM
Management
Information
System
1 1 - - - DAO KDLG
, GOU
3,000
Extension
services
enhanced
through
recruitment of
agricultural
extension
workers
Enhancing
extension
services through
recruitment of
agricultural
extension
workers
7 6 - - - DAO KDLG
, GOU
181,000
Agroforestry
through
provision of
Promote
agroforestry
through
2,000 4,000 6,000 6,000 7,000 DAO KDLG
, GOU
125,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
fruit trees to
farmers
promoted in
the framework
of SLM
provision of
fruit trees to
farmers in the
framework of
SLM
Markets and
market stalls
constructed
Construct
markets and
market stalls
3 5 5 5 5 DAO KDLG
, GOU
750,000
Agro-input
dealers
supported with
information to
avail quality
and timely
agro-inputs to
farmers
Support agro-
input dealers
with
information to
avail quality
and timely
agro-inputs to
farmers
10 12 15 15 20 DAO KDLG
, GOU
22,500
Agro-
processing
promoted and
supported in
the lower local
governments
Promote and
support agro-
processing in
the lower local
governments
7 7 7 7 7 DAO KDLG
, GOU
1,050,000
Farm
enterprise
profitability
assessments
undertaken for
the priority
Undertake farm
enterprise
profitability
assessments for
the priority
enterprises to
10 12 14 15 15 DAO KDLG
, GOU
47,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
enterprises to
guide
farmers/potenti
al investors
guide
farmers/potentia
l investors
Agricultural
statistics
covering all the
lower local
governments
carried out
Carryout
agricultural
statistics
covering all the
lower local
governments
7 7 7 7 7 DAO KDLG
, GOU
92,500
Awareness
raising on
Climate change
adaptation,
resilience and
mitigation
carried out
Awareness
raising on
Climate change
adaptation,
resilience and
mitigation
9 12 12 15 15 DAO KDLG
, GOU
100,000
Greenhouse
technology for
horticultural
crops promoted
Promote
greenhouse
technology for
horticultural
crops
1 2 4 4 5 DAO KDLG
, GOU
240,000
Access to
agricultural
finance
increased in
partnership
with the
Increase access
to agricultural
finance in
partnership with
the banking
sector and other
1 2 2 4 4 DAO KDLG
, GOU
65,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
banking sector
and other
private sector
actors:
organize
Agricultural
Finance
information
workshops
private sector
actors: organize
Agricultural
Finance
information
workshops
Grain bulking
centres/wareho
uses in towns
and major
trading centres
established
Establish grain
bulking
centres/warehou
se in towns and
major trading
centres
1 2 2 2 2 DAO KDLG
, GOU
1,010,000
Oil palm
support in the
district lobbied
Lobby for oil
palm support in
the district
DAO KDLG
, GOU
7,000
Marketing
linkages for the
strategic
enterprises
with buyers
established
Establish
marketing
linkages for the
strategic
enterprises with
buyers
3 3 3 3 3 DAO KDLG
, GOU
30,000
Pests and
Disease
Control (PDC):
Standard
Pests and
Disease Control
(PDC):
establish
DAO KDLG
, GOU
30,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Operating
Procedures for
crops PDC
established
Standard
Operating
Procedures for
crops PDC
Crop Pests and
disease
surveillance
and reporting
undertaken
Undertake Crop
Pests and
disease
surveillance and
reporting
40 40 40 40 40 DAO KDLG
, GOU
20,000
Diagnosis of
crops pests and
diseases
strengthened
Strengthening
diagnosis of
crops pests and
diseases
4 4 4 4 4 DAO KDLG
, GOU
20,000
Appropriate
technologies
including
animal traction
and
mechanization
promoted in
the framework
of Labour
Saving
Technologies
and
Mechanization
(LSTM) in the
lower local
Promote
appropriate
technologies
including
animal traction
and
mechanization
in the
framework of
Labour Saving
Technologies
and
Mechanization
(LSTM) in the
lower local
7 7 7 7 7 DAO KDLG
, GOU
40,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
governments governments
Farmers guided
and supported
on how to
acquire tractors
under the
(LSTM)
Guide and
support the
farmers on how
to acquire
tractors under
the (LSTM)
5 10 10 15 20 DAO KDLG
, GOU
20,000
Technical
information for
the effective
utilization of
the tractors
provided
Provide
technical
information for
the effective
utilization of
the tractors
5 15 25 40 60 DAO KDLG
, GOU
20,000
A sub-sector
vehicle
procured
Procure a sub-
sector vehicle
0 0 1 0 0 DAO KDLG
, GOU
150,000
Motorcycles
for extension
workers
procured
Procure
motorcycles for
extension
workers
1 3 3 3 0 DAO KDLG
, GOU
150,000
Agricultural
laws and
regulations
enforced
Enforce
Agricultural
laws and
regulations
Various Various Various Various Various DAO KDLG
, GOU
30,000
Veterinary
Dairy cattle
breeds
improved
Improve Dairy
cattle breeds
through the
100 500 1000 2000 3000 DVO KDLG
, GOU
50,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
through the
application
Artificial
Insemination
application
Artificial
Insemination
Beef cattle
improved
through the
application of
both Artificial
Insemination
and high-
quality bulls
Improve Beef
cattle through
the application
of both
Artificial
Insemination
and high-quality
bulls
200 500 1000 2000 3000 DVO KDLG
, GOU
50,000
Stall feeding
and restricted
grazing
demonstrations
established
Establish stall
feeding and
restricted
grazing
demonstrations
1 2 4 7 7 DVO KDLG
, GOU
105,000
Pasture
improvement
demonstrations
established
Establish
Pasture
improvement
demonstrations
1 2 4 4 4 DVO KDLG
, GOU
15,000
Goats
management
demonstrations
units
established
Establish goat
management
demonstrations
units
1 1 1 1 1 DVO KDLG
, GOU
50,000
Dairy farmers
organizations
Strengthen
dairy farmers
1 1 2 3 3 DVO KDLG
, GOU
21,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
strengthened organizations
Valley
dams/tanks
desilted
Desilt valley
dams/tanks
1 1 1 1 1 DVO KDLG
, GOU
500,000
New valley
dams and tanks
for water for
livestock
constructed
Construct new
valley dams and
tanks for water
for livestock
2 2 2 2 2 DVO KDLG
, GOU
1,5000,000
Pests and
Disease
Control (PDC):
Standard
Operating
Procedures for
livestock PDC
established
Pests and
Disease Control
(PDC):
establish
Standard
Operating
Procedures for
livestock PDC
Various Various Various DVO KDLG
, GOU
30,000
Pests and
disease
surveillance
and reporting
undertaken
Undertake Pests
and disease
surveillance and
reporting
40 40 40 40 40 DVO KDLG
, GOU
20,000
Diagnosis of
livestock pests
and diseases
strengthened
Strengthen
diagnosis of
livestock pests
and diseases
4 4 4 4 4 DVO KDLG
, GOU
20,000
Tsetse and tick-
borne disease
Tsetse and tick-
borne disease
1 2 2 2 2 DVO KDLG
, GOU
90,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
control: cattle
dip for external
parasites and
vectors control
constructed
control:
Construct cattle
dip for external
parasites and
vectors control
community
crushes
constructed
Construct
community
crushes
1 2 2 2 2 DVO KDLG
, GOU
45,000
Modern
abattoir
constructed
Construct
modern abattoir
1 1 DVO KDLG
, GOU
100,000
Motorcycles
for extension
workers
procured
Procure
motorcycles for
extension
workers
3 4 2 1 DVO KDLG
, GOU
150,000
Refresher
training for
veterinary
extension
workers carried
out
Carry out
refresher
training for
veterinary
extension
workers
1 1 1 1 1 DVO KDLG
, GOU
25,000
Veterinary laws
and regulations
implemented
Implement
veterinary laws
and regulations
Various Various Various Various Various DVO KDLG
, GOU
20,000
Veterinary staff
recruited
Recruitment of
veterinary staff
3 5 2 2 DVO KDLG
, GOU
77,280
Sub sector
vehicle
Procure Sub
sector vehicle
1 DVO KDLG
, GOU
150,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
procured
Entomology
Bee hives for
farmers
procured
Procurement of
bee hives for
farmers
100 100 100 100 100 DEO KDLG
, GOU
100,000
Honey
processing
equipment’s
procured
Procurement of
honey
processing
equipment’s
1 1 1 1 1 DEO KDLG
, GOU
50,000
Tsetse flies
traps procured
Procurement of
tsetse flies traps
50 50 50 50 50 DEO KDLG
, GOU
30,000
GPS
equipment
procured
Procurement of
a GPS
equipment
0 1 0 0 0 DEO KDLG
, GOU
1,000
Laptop
computer
procured
Procurement of
a laptop
computer
0 1 0 0 0 DEO KDLG
, GOU
3,000
Tsetse flies
control
sensitization
meetings
organized
Organize Tsetse
flies control
sensitization
meetings
12 12 12 12 12 DEO KDLG
, GOU
32,500
Farmers’
trained in
commercial
bee keeping
Train farmers in
commercial bee
keeping
12 12 12 12 12 DEO KDLG
, GOU
32,500
Motorcycle for
entomology
Procure
Motorcycle for
0 1 1 0 0 DEO KDLG
, GOU
30,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
extension
workers
procured
entomology
extension
workers
Entomological
field staff
recruited
Recruit
entomological
field staff
1 2 2 0 0 DEO KDLG
, GOU
50,000
Sub Sector: Fisheries
Water for
aquaculture:
project
economic
evaluations and
project
appraisals
carried out
Water for
aquaculture:
carryout project
economic
evaluations and
project
appraisals
1 4 8 10 10 DFO KDLG
, GOU
33,000
Training
materials for
farmers
prepared
Prepare training
materials for
farmers
20 20 20 20 20 DFO KDLG
, GOU
25,000
Farmers
trained in
stocking
methodology,
harvesting and
water control
and
management
Train farmers in
stocking
methodology,
harvesting and
water control
and
management
20 20 20 20 20 DFO KDLG
, GOU
30,000
Fisheries Establish 1 2 4 2 2 DFO KDLG 55,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
demonstration
established
fisheries
demonstration
, GOU
Fisheries
extension staff
recruited
Recruit fisheries
extension staff
2 2 1 DFO KDLG
, GOU
56,760
Fisheries staff
capacity built
Capacity
building for
fisheries staff
1 1 1 1 1 DFO KDLG
, GOU
16,000
Motorcycles
for fisheries
extension staff
procures
Procure
motorcycles for
fisheries
extension staff
0 1 1 2 DFO KDLG
, GOU
60,000
Fisheries laws
and regulations
enforced
Enforce
fisheries laws
and regulations
DFO KDLG
, GOU
15,000
Health Services
Sub sector: Health services administration
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsibl
e Parties
Planned Budget
2020/202
1
2021/2022 2022/202
3
2023/20
4
2024/202
5
Sourc
e of
Funds
Amount”000”
5 stance lined
pit Latrine for
OPD (Kitwara
HC II)
constructed
Constructing of
5 Stance lined
Pit Latrine for
the OPD
(Kitwara HC II)
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
30,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
OPD at
Yabweng HC II
constructed
Constructing of
OPD at
Yabweng HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
400,000
5 stance Pit
Latrine for the
OPD Block
(Yabweng HC
II) constructed
Constructing of
5 stance Pit
latrines for the
OPD Block
(Yabweng HC
II)
CAO,
DHO, DE,
SPO
KDLG
, GOU
Maternity unit
at Karuma HC
II constructed
Constructing of
Maternity unit
at Karuma HC
II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
Bathing shelter
and 3 stance pit
latrines
constructed
Constructing of
bath shelter and
3Stance Pit
latrine
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
30,000
2 HCIIIs
(Kigumba and
Panyadoli)
upgraded to
HC IV
Upgrading of 2
HCIIIs to HC
IV (Kigumba
and Panyadoli)
1 1 CAO,
DHO, DE,
SPO
KDLG
, GOU
20,000,000
Maternity
block at Tecwa
HC II
constructed
Constructing of
Maternity block
at Tecwa HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
Bathing shelter
and 3 stance pit
Constructing of
a bathing
1 CAO,
DHO, DE,
KDLG
, GOU
30,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
latrines at
Tecwa HC II
constructed
shelter and 3
stance Pit
latrines at
Tecwa HC II
SPO
Maternity unit
at Diika HC II
Constructed
Constructing of
Maternity unit
at Diika HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
Maternity unit
at Masindi port
HC II
Constructed
Constructing of
Maternity unit
at Masindi Port
HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
A bathing
shelter and 3
stance pit
Latrine at
Masindi port
HC III
Constructed
Constructing of
a bathing
shelter and 3
stance Pit
latrines at
Masindi Port
HC III
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
30,000
A bathing
shelter and 3
stance pit
latrines at
Diika HC II
Constructed
Constructing of
a bathing
shelter and 3
stance Pit
latrines at Diika
HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
30,000
2 staff houses
at Tecwa HC II
Constructed
Constructing of
2 staff houses at
Tecwa HCII
2 CAO,
DHO, DE,
SPO
KDLG
, GOU
Staff house at Constructing 2 CAO, KDLG 90,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Diika HC II
Constructed
staff House at
Diika HC II
DHO, DE,
SPO
, GOU
Maternity ward
at Panyadoli
HC II
Constructed
Constructing of
Maternity Ward
at Panyadoli
Hills HC II
2 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
A bathing
shelter and 3
stance pit
latrines at
Panyadoli Hills
HC II
maternity
constructed
Constructing of
a bathing
shelter and 3
stance Pit
latrines at
Panyadoli Hills
HC II
Maternity.
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
30,000
Surgical ward
at Panyadoli
HC III
Constructed
Constructing of
Surgical Ward at
Panyadoli HC
III
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
500,000
Fencing of
Panyadoli HC
II
Fencing of
Panyadoli HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
50,000
Fencing of
Mpumwe HC
II completed
Fencing of
Mpumwe HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
70,000
Fencing of
Kiigya HC II
Completed
Completion of
the Fencing of
Kiigya HC II
1 CAO,
DHO, DE,
SPO
KDLG
, GOU
40,000
Placenta pits at Constructing CAO, KDLG
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
5 HCs
Panyadoli
Hills, Kiigya,
Mpumwe,
Diika HCs and
Tecwa
completed
Placenta pits at
5 HCs
Panyadoli Hills,
Kiigya,
Mpumwe, Diika
HCs, and
Tecwa.
DHO, DE,
SPO
, GOU
HC III
(Kigumba TC)
Established
Establishing HC
III (Kigumba
TC)
1 CAO,
DHO
KDLG
, GOU
894,852
New solar
batteries for the
HCs renovated
and installed
Renovating and
installing new
Solar batteries
for the HCs
4 4 4 7 4 CAO,
DHO, DE,
SPO
KDLG
, GOU
50,000
Sub sector; Kiryandongo Hospital
Hospital staff
houses (junior
quarters, senior
staff quarters)
rehabilitated
Rehabilitating
the hospital
Staff Houses
(Junior
Quarters, senior
staff quarters)
30 CAO,
DHO, DE,
SPO, MS
KDLG
, GOU
2,000,000
Fencing of the
hospital land
completed
Fencing of the
Hospital land
1 CAO,
DHO, DE,
SPO, MS
KDLG
, GOU
1,500,000
Administrative Rehabilitation 1 CAO, KDLG 200,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
block
rehabilitated
of the
administrative
Block
DHO, DE,
SPO, MS
, GOU
World AIDS
Days
conducted
Conduct world
AIDS Days
1 1 1 1 1 CAO,
DHO, MS
KDLG
, GOU
17,369
Community
sensitization
meetings on
HIV at the sub
county level
conducted
Conduct
community
sensitization
meetings on
HIV at the sub
county level
7 7 7 7 7 CAO,
DHO, MS
KDLG
, GOU
70,000
Africa malaria
Day conducted
and observed
Conduct and
observe the
Africa malaria
Day
1 1 1 1 1 CAO,
DHO, MS
KDLG
, GOU
25,000
HMIS monthly
reports to
MOH
compiled and
submitted
Compile and
submit HMIS
monthly reports
to MoH
12 12 12 12 12 CAO,
DHO, MS
KDLG
, GOU
10,614
Quarterly
HMIS review
meetings
conducted
Quarterly
HMIS review
meeting
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
11,120
Data auditing in
the lower HC
2 2 2 2 2 CAO,
DHO, MS
KDLG
, GOU
1,020
Mandatory Develop and 6 6 6 6 6 CAO, KDLG 2,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
planning and
budget
documents to
planning
developed and
submitted
submit the
mandatory
planning and
budget
documents to
planning
DHO, MS , GOU
Quarterly PBS
reports to
MOH
compiled and
submitted
Compile and
submit the
quarterly PBS
reports to MoH
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
24.312
Malaria audits
to improve
malaria case
management
conducted
Conduct
malaria audits
to improve
malaria case
management
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
27,619
Technical
support
supervisions
conducted
Conduct
technical
support
supervisions
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
11,051
Mentorship
visits to the
lower HCs for
RH conducted
Mentorship
visits to the
lower HCs for
RH
20 20 20 20 20 CAO,
DHO, MS
KDLG
, GOU
200,000
MPDR audits
at the district
level and
hospital
Conducting
MPDR audits at
the district level
and hospital
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
20,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
conducted
Radio talk
shows on
RH/FP issues
conducted
Conduct radio
talk shows on
RH/FP issues
4 4 4 4 4 CAO,
DHO, MS
KDLG
, GOU
20,000
Nutritional
coordination
committees in
planning for
multi-sectoral
nutrition
interventions
trained
Training of
nutritional
coordination
committees in
planning for
multisectoral
nutrition
interventions
5 CAO,
DHO, MS
KDLG
, GOU
30,000
Education and Sports
Sub sector: Education and sports (Administration)
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/2021 2021/202
2
2022/2023 2023/204 2024/2025 Source
of
Funds
Amount”000
”
Classroom
constructed
Classroom
construction
16 16 16 16 16 CAO, DEO, SPO,
DE
KDLG,
GOU
2,025,000
Latrines
constructed
Construction of
latrines
6 6 6 6 6 CAO, DEO, SPO,
DE
KDLG,
GOU
450,000
Desks procured Procurement of
desks
150 150 150 150 150 CAO, DEO, SPO,
DE
KDLG,
GOU
187,000
Staff houses
constructed
Construction of
staff houses
2 2 2 2 2 CAO, DEO, SPO,
DE
KDLG,
GOU
800,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Education
Boardroom
furnished
Furnishing
Education
Boardroom
1 CAO, DEO, SPO,
DE
KDLG,
GOU
30,000
Education hall
constructed
Construction of
Education Hall
1 CAO, DEO, SPO,
DE
KDLG,
GOU
100,000
A furnished
computer center
constructed
Construction of
a furnished
computer centre
1 CAO, DEO, SPO,
DE
KDLG,
GOU
400,000
A resource
center
constructed and
furnished
Construction
and furnishing
of a Resource
centre.
1 CAO, DEO, SPO,
DE
KDLG,
GOU
100,000
Public libraries
constructed and
furnished
Construction
and furnishing
of public
libraries
1 1 1 1 CAO, DEO, SPO,
DE
KDLG,
GOU
100,000
A model primary
school
constructed,
renovated and
rehabilitated
Construction,
renovation and
Rehabilitation of
a model Primary
School.
2 2 2 2 CAO, DEO, SPO,
DE
KDLG,
GOU
800,000
Cesspool
emptier procured
Procurement of
a cesspool
emptier
1 CAO, DEO, SPO,
DE
KDLG,
GOU
130,000
Schools fenced Fencing of
schools
14 14 14 14 17 CAO, DEO, SPO,
DE
KDLG,
GOU
1,460,000
Lightening
arrestors
Procurement of
lightening
14 14 14 14 17 CAO, DEO, SPO,
DE
KDLG,
GOU
150,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
procured arrestors
Computers to
schools on
power grid
supplied
Supply of
computers to
schools on
power grid
14 14 14 14 17 CAO, DEO, SPO,
DE
KDLG,
GOU
292,000
Solar panels to
schools procured
and installed
Procurement
and installation
of solar panels to
schools
20 20 20 20 CAO, DEO, SPO,
DE
KDLG,
GOU
400,000
School land
tilted
School land
Titling
10 10 10 10 10 CAO, DEO, SPO,
DE
KDLG,
GOU
150,000
Vehicle procured Procure a
vehicle
1 CAO, DEO, SPO,
DE
KDLG,
GOU
150,000
Sub sector: Inspectorate Sector
Sub sector
Motorcycle
procured
Procure a
motorcycle
1 CAO, DEO, SPO,
DE
KDLG,
GOU
10,000
School projects e
g manure
making
supported
Support to
schools projects
e.g. manure
making
1 1 1 1 CAO, DEO, SIS,
EO
KDLG,
GOU
200,000
Center for
handicapped
constructed
Construction of
centre for
Handicapped
1 CAO, DEO, SPO,
DE
KDLG,
GOU
400,000
Entrepreneurship
and vocational
skills in primary
and secondary
Support to
entrepreneurship
and vocational
skills in primary
1 1 1 1 CAO, DEO, SIS,
EO
KDLG,
GOU
400,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
schools
supported
and secondary
schools
School projects e
g manure
making
supported
Support to
school projects
e.g. manure
making
1 1 1 1 CAO, DEO, SIS,
EO
KDLG,
GOU
200,000
Sub sector: Early Childhood Development
ECD training
center
constructed and
equipped
Construction
and equipping of
ECD training
centre
1 CAO, DEO, SPO,
DE
KDLG,
GOU
150,000
ECD materials
procured
Procurement of
ECD materials
etc.
14 14 14 14 CAO, DEO, SIS KDLG,
GOU
100,000
Sector: Sports sector
A modern
stadium
constructed
Construction of
a modern
stadium
1 CAO, DEO, SPO,
DE
KDLG,
GOU
300,000
Recreation
equipment
procured and
supplied
Procure and
supply of
recreation
equipment
1 1 1 1 CAO, DEO, SIS KDLG,
GOU
100,000
Sector: Secondary School sector
Dormitories to
sec sch
constructed
Construction of
dormitories to
Secondary
School
1 1 1 1 CAO, DEO, SPO,
DE
KDLG,
GOU
900,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Construction of
libraries in
Secondary
School
1 1 1 1 CAO, DEO, SPO,
DE
KDLG,
GOU
600,000
Laboratories in
sec schools
constructed
Construction of
laboratories in
Secondary
School
1 1 1 1 CAO, DEO, SPO,
DE
KDLG,
GOU
800,000
Roads and Engineering
Sub Sector: Roads and Engineering
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/2021 2021/2022 2022/2023 2023/204 2024/2025 Source of Funds Amount”000”
Output 1:
Increased
District Road
Network
Connectivity
Upgrading of
Major CARS
into District
Roads
21
30
30
30
30
DE, CAO,
DRC
KDLG, GOU
2,115,000
Output 2:
Increased
state of
motorability
from 60% to
75%
Rehabilitation
of District
Roads(km)
6
15
15
15
15
DE, CAO,
DRC
KDLG, GOU
1,080,000
Periodic
Maintenance
of roads(km)
11
15
15
15
15
DE, CAO,
KDLG, GOU
710,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
DRC
Mechanized
Routine
Maintenance
30
45
45
45
45
DE, CAO,
DRC
KDLG, GOU
840,000
Manual
Routine
Maintenance
of roads(km)
346
376
406
436
466
DE, CAO,
DRC
KDLG, GOU
1,827,000
Motorcycles
for road
inspector and
3 overseers
supplied
Supply of
Motorcycles
for Road
inspector and
3Overseers
2 2
DE, CAO,
DRC
KDLG, GOU
80,000
Solar systems
procured
Solar Street
Lighting
10 10 10 10 DE, CAO,
DRC
KDLG, GOU 240,000
Buildings
Building
projects
supervised
Supervision
of Building
projects
1
1
1
1
1
DE, CAO
KDLG, GOU
40,000
Mechanical
Maintenance
of Vehicles
Construction
of
Mechanical
workshop
0.5
0.5
DE, CAO
KDLG, GOU
480,000
Support to
supervision
function
Purchase of
supervision
Vehicles
1
DE, CAO
KDLG, GOU
121,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Sub Sector: Water
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/202
1
2021/202
2
2022/202
3
2023/204 2024/202
5
Source of Funds Amount
“000”
New
boreholes
drilled
Drilling of
boreholes
16 16 16 16 16 District, NGO DWSCG, NGO 2,000,000
New Shallow
wells
constructed
Shallow well
construction
10 10 10 10 10 District, NGO DWSCG, NGO 550,000
Dysfunctional
Borehole
rehabilitated
Borehole
rehabilitation
65 6 6 6 DWSCG,
NGO
DWSCG, NGO 300,000
Transport for
DWO
Double cabin
pick-up procured
1 District DWSCG 200,000
Transport for
DWO
Motorcycles
procured
1 1 District DWSCG 40,000
Improved
reporting
system
Computer
system procured
1 1 District DWSCG 10,000
Increased
piped water
supply
Piped water
system
constructed
2 1 1 District,
MWE
DWSCG, MWE,
Unfunded
6,000,000
Water for
livestock
provided
De-silting of
valley tanks
1 1 2 1 District DWSCG, MWE,
Unfunded
350,000
Water supply 2 1 1 MWE Unfunded, MWE 500,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
for livestock
increased
Sub Sector 2: Sanitation
Sanitation
promotions
1 1 1 1 1 District DSHCG 120,000
Sector: Natural Resources
Sub Sector: Forestry
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/202
1
2021/202
2
2022/202
3
2023/204 2024/202
5
Source of Funds Amount
“000”
Tree planting
sensitized
Sensitization on
tree planting
1 1 1 1 FO KDLG, GOU 10,000
Tree nursery
bed
established
Tree Nursery
bed
establishment
3 3 3 3 FO KDLG, GOU 45,000
Tree planting
monitored
Monitoring tree
planting
10 10 10 10 FO KDLG, GOU 20,000
Agro forestry
demonstration
plots
established
Establishment of
Agro-forestry
demonstration
plots
1 1 1 1 FO KDLG, GOU 10,000
Demonstratio
n on improved
charcoal
saving
technology
Carry out
demonstration
on improved
charcoal saving
technology
1 1 1 1 FO KDLG, GOU 20,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
carried out
Community
forest
Association
formed
Formation of
community
forest
Association
1 1 1 1 FO KDLG, GOU 10,000
Improved
charcoal kilns
constructed
Construction of
improved
charcoal kilns
5 5 1 1 FO KDLG, GOU 1
Forest patrols
conducted
Conduct forest
patrols
10 10 10 FO KDLG, GOU 6,000
Laptop
procured
Procurement of
Laptop
1 FO KDLG, GOU 3,500
Camera
procured
Procurement of
camera
1 FO KDLG, GOU 1
Sub sector: Environment
EIAs
reviewed and
screen
projects
implemented
Review EIAs
and screen
projects being
implemented in
the district
15 15 15 15 15 EO KDLG, GOU 12,000
Environmenta
l inspection of
road work,
building and
quarry sites
conducted
Conduct
environmental
inspection of
road work,
building and
quarry sites
4 4 4 4 4 EO KDLG, GOU 6,200
District state
of
Formulation of
the district state
1 1 1 1 1 EO KDLG, GOU 18,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
environment
report
formulated
and updated
of environment
report and
updating it every
year.
Environment
compliance
monitored
Environmental
Compliance
monitoring.
2 2 2 2 2 EO KDLG, GOU 10,000
District
environment
action plan
details from
parish to
district
compiled
Compilation of
the district
environment
action plan
details from
parish to district.
1 1 1 1 1 EO KDLG, GOU 10,000
Talk shows on
environment
and wetlands
conducted
Conduct radio
talk shows on
environment and
wetlands
2 2 2 2 2 EO KDLG, GOU 7,000
Degraded
wetlands
restored
Restore
degraded
wetlands
1 1 1 1 1 EO KDLG, GOU 10,000
Wetland
management
sensitized and
resource user
group formed
Sensitization on
wetland
management and
formation of
resource user
group.
5 5 5 5 5 EO KDLG, GOU 10,000
Inspection Carryout 2 2 2 2 2 EO KDLG, GOU 5,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
visits to
private
schools,
colleges and
institutions
carried out
inspection visits
to private
schools, colleges
and Institutions
Formal
environment
education in
schools
conducted and
5 model
environment
friendly
schools set up
Conduct formal
environment
education in
schools and set
up 5 model
environment
friendly schools
1 1 1 1 1 EO KDLG, GOU 5,000
District staff,
councilors and
communities
on ownership
and access to
wetlands and
wetland
management
trained
Train district
staff, councilors
and communities
on ownership
and access rights
to wetlands &
wetland
management
1 1 EO KDLG, GOU 3,000
Environment
committees at
LLGs
mentored
Mentoring of
Environment
committees at all
LLGs
1 7 EO KDLG, GOU 5,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
World
environment
day celebrated
Celebrating
World
Environment
day.
1 EO KDLG, GOU 7,000
NGOs/CSOs/
CBOs trained
and the
community on
climate
change and
adapted
mitigated
Training
NGOs/CSOs/CB
Os and the
Community on
climate change
adaptation and
mitigation
2 2 2 2 2 EO KDLG, GOU 10,000
Community
on oil and gas
implication
sensitized
Community
sensitization on
oil and gas
implications.
4 4 4 EO KDLG, GOU 12,000
Use of other
energy
sources like
biogas trained
Training on use
of other energy
sources like
biogas
2 2 2 2 EO KDLG, GOU 10,000
A land fill
constructed
Construction of
a land fill
1 EO KDLG, GOU 300,000
A lagoon
constructed
Construction of
a lagoon
1 EO KDLG, GOU 500,000
A filling cabin
purchased
Purchase of a
filling cabin
1 EO KDLG, GOU 1,000
A motorcycle
procured
Procurement of a
Motorcycle
1 EO KDLG, GOU 20,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Sub Sector: Land Management
Public
institution
land surveyed
Surveying of
public institution
land
5 5 10 15 15 SLO, PP,
Surveyor
KDLG, GOU 500,000
Systematic
demarcation
of land carried
out
systematic
demarcation of
land
100 100 100 100 100 SLO, PP,
Surveyor
KDLG, GOU 500,000
Private land
surveys
supervised
Supervision of
private land
surveys
200 300 300 280 350 SLO, PP,
Surveyor
KDLG, GOU 50,000
Cadastral
sheets plotted
and
constructed
Plotting and
Construction of
cadastral sheets
10 10 10 10 10 SLO, PP,
Surveyor
KDLG, GOU 10,000
Control points
established
Establishment of
control points
10 10 10 10 10 SLO, PP,
Surveyor
KDLG, GOU 10,000
Community
sensitization
on land
policies
carried out
Community
sensitization on
land policies
8 8 8 8 8 SLO, PP,
Surveyor
KDLG, GOU 50,000
A vehicle for
the
department
procured
Procurement of a
Vehicle for the
department.
1 SLO, PP,
Surveyor
KDLG, GOU 250,000
Motorcycle Procurement of 1 1 SLO, PP, KDLG, GOU 20,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
for the
surveyor and
physical
planner
procured
motor cycle for
the surveyor and
physical planner
Surveyor
Survey and
cartographic
equipment’s
procured
Procurement of
survey and
cartographic
equipment’s
2 2 SLO, PP,
Surveyor
KDLG, GOU 89,000
Map filling
cabinets
procured
Procurement of
map filling
cabinets
2 1 1 SLO, PP,
Surveyor
KDLG, GOU 6,000
A camera
procured
Procurement of a
camera
1 SLO, PP,
Surveyor
KDLG, GOU 1
Physical
planning of
trading centers
conducted
Physical
planning of
trading centers
2 2 2 2 2 SLO, PP,
Surveyor
KDLG, GOU 125,000
Physical
development
of trading
centers
monitored
Monitoring
physical
development of
trading centers
8 8 8 8 8 SLO, PP,
Surveyor
KDLG, GOU 20,000
Physical
planning
committee
meetings
conducted
Conducting
physical
planning
committee
meetings
4 4 4 4 4 SLO, PP,
Surveyor
KDLG, GOU 30000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Field
assessment for
valuation
conducted
Field assessment
for valuation
4 4 4 4 4 SLO, PP,
Surveyor
KDLG, GOU 5,000
Laptops
procured
Procure laptops 1 1 1 SLO, PP,
Surveyor
KDLG, GOU 10,500
Printer
procured
Procurement of
printer
1 1 SLO, PP,
Surveyor
KDLG, GOU
KDLG, GOU
2,000
Type writer
procured
Procure type
writer
1 SLO, PP,
Surveyor
KDLG, GOU 3,000
Photocopier
procured
Procure
photocopier
1 SLO, PP,
Surveyor
KDLG, GOU 3,000
Coordination
with ministry of
Lands
2 2 2 2 2 SLO, PP,
Surveyor
KDLG, GOU 2,300
Area land
committees
trained
Training of area
land committees
1 1 1 1 1 SLO, PP,
Surveyor
KDLG, GOU 50,000
Settling land
disputes
10 10 10 10 10 SLO, PP,
Surveyor
KDLG, GOU 75,000
Land for
investors
identified
Identifying land
for investors
10 10 10 10 10 SLO, PP,
Surveyor
KDLG, GOU 30,000
Sector: Community Based Services
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/202
1
2021/202
2
2022/20
23
2023/204 2024/202
5
Source of Funds Amount
“000”
Income Forming and 15 15 15 15 20 DCDO KDLG, GOU 500,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
generating
community
interest groups
formed and
supported
supporting
Income
Generating
community
interest groups
Community
sensitization
on FAL and
other
government
programs
carried out
Community
sensitization on
FAL and other
government
programs.
7 7 7 7 7 DCDO KDLG, GOU 1000
(Assorted).
Materials
procured and
FAL
distributed
Procure
(Assorted).mate
rials and
distribute FAL
1 1 1 1 1 DCDO KDLG, GOU 70,000
A departmental
vehicle
procured
Procure
Departmental
vehicle.
1 CAO, DCDO,
DE, SPO
KDLG, GOU 200,000
6 motorcycles
for CDOs
procured
Procure 6
motorcycles for
CDOs
2 2 2 CAO, DCDO,
DE, SPO
KDLG, GOU 60,000
3 Office tables
and 10 chairs
procured
Procure 3 office
tables and 10
chairs
5 6 CAO, DCDO,
SPO
KDLG, GOU 17,600
4 Laptops and
3 desk top
Procure 4
laptops and 3
1 2 2 1 1 CAO, DCDO,
SPO
KDLG, GOU 21,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
computers
procured
desk top
computers
5 filing
cabinets
procured
Procure 5 filing
cabinets.
1 2 1 1 CAO, DCDO,
SPO
KDLG, GOU 6,000
Community
mobilization
on
development
carried out
Community
mobilization on
development
7 8 8 8 8 DCDO KDLG, GOU 30,000
Study
(learning)
visits for CBS
staffs
organized
Organizing study
(learning)visits
for CBS Staffs
1 1 DCDO KDLG, GOU 10,000
Probation and Social Welfare
People
sensitized on
will making
Sensitizing
people on will
making.
4 4 4 4 4 DCDO, SPO KDLG, GOU 7,500
Family child
and family
cases settled
Settling of
family child and
family cases.
30 30 30 30 30 DCDO, SPO KDLG, GOU 10,000
Vulnerability
mapped
Vulnerability
Mapping.
30 30 30 30 30 DCDO, SPO KDLG, GOU 10,000
Vulnerable
children placed
in recognized
institution
Placing
vulnerable
children in
recognized
12 12 12 12 12 DCDO, SPO KDLG, GOU 7,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
institution.
Offenders
under
community
services
supervised
Supervision of
offenders under
community
services.
25 25 25 25 25 DCDO, SPO KDLG, GOU 25,000
Local leaders
on children’s
Act and OVC
policy
sensitized
Sensitization
local leaders on
children’s Act
and OVC policy.
7 5 5 5 5 DCDO, SPO KDLG, GOU 25,000
Juvenile’s
reception
center
established
Establishment of
juvenile’s
reception center.
1 DCDO, SPO KDLG, GOU 200,000
Child friendly
spaces for all
age groups
established
Establishing
child friendly
spaces for all
age groups.
3 3 3 3 DCDO, SPO KDLG, GOU 200,000
Children’s
right through
organizing
children
parliament,
DAC etc.
advocated
Advocacy on
children’s right
through
organizing
children
parliament, DAC
etc.
4 4 4 4 4 DCDO, SPO KDLG, GOU 25,000
Campaign
against child
Organize
campaign
7 7 7 7 7 DCDO, SPO KDLG, GOU 7,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
labor organized against child
labor.
Campaign on
VAC for
school going
and out of
school
organized
Organize
campaign on
VAC for school
going and out of
school
DCDO, SPO KDLG, GOU
Child right
committee at
school and
villages
formed
Formation of
Child right
committee at
schools and
villages
DCDO, SPO KDLG, GOU
SOVCs and
DOVCs
functionalized
Functionalizatio
n of SOVCs and
DOVCs
DCDO, SPO KDLG, GOU
Campaign
against child
marriage and
teenage
pregnancies
organized
Organize
campaign
against child
marriage and
teenage
pregnancies.
DCDO, SPO KDLG, GOU
Child
protection
committees at
LLGs and
HLG
functionalized
Functionalizatio
n of child
protection
committees at
LLGs and HLG
DCDO, SPO KDLG, GOU
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Child labor
bye- laws and
ordinances
developed
Develop child
labor bye-laws
and ordinances.
1 1 DCDO, SPO KDLG, GOU 7,500
Social Rehabilitation
PWD IGA
groups
organized and
supported
Organizing and
Supporting
PWD IGA
groups
11 11 11 11 11 DCDO KDLG, GOU 155,000
PWD
accessibility to
all facilities
monitored
Monitoring
PWD
accessibility to
all facilities.
10 10 10 10 10 DCDO KDLG, GOU 7,500
District PWD
council
activities
supported
Supporting
District PWD
council
activities.
1 1 1 1 1 DCDO KDLG, GOU 6,000
PWD IGAs
monitored and
supervised
Monitor and
supervise PWD
IGAs.
2 2 2 2 2 DCDO KDLG, GOU 6,000
The
international
day for PWDs
commemorated
Commemorating
the international
day for PWDs.
1 1 1 1 1 DCDO KDLG, GOU 15,000
Study
(learning)
visits for
leaders
Organizing study
(learning) visits
for leaders.
1 1 DCDO KDLG, GOU 7,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
organized
Labor
Work place
inspected
Inspection of
workplace.
10 10 10 10 10 DCDO, SLO KDLG, GOU 12,000
Vulnerability
of workers in
the district
accessed
Accessing
vulnerability of
workers in the
district.
10 10 10 10 10 DCDO, SLO KDLG, GOU 12,000
Labor cases
settled
Settling labor
cases.
12 12 12 12 12 DCDO, SLO KDLG, GOU 6,000
Employers and
employees on
labor issues
sensitized
Sensitization of
employers and
employees on
labor issues.
10 10 10 10 10 DCDO, SLO KDLG, GOU 12,000
International
Labor Day
commemorated
Commemorating
international
Labor Day.
1 1 1 1 1 DCDO, SLO KDLG, GOU 15,000
Women Council
Women
council
activities
supported
Supporting
women council
activities.
Assorted DCDO KDLG, GOU
International
women’s day
commemorated
Commemorating
of international
women’s day.
1 1 1 1 1 DCDO KDLG, GOU 10,000
Women IGA
groups formed
and supported
Forming and
Supporting of
women IGA
3 3 3 3 3 DCDO KDLG, GOU 17,500
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
groups.
Women IGA
groups
monitored and
supervised
Monitoring and
Supervising
women IGA
groups.
3 3 3 3 3 DCDO KDLG, GOU 2,500
Study
(learning)
visits for
women leaders
organized
Organizing study
(learning) visits
for women
leaders.
1 1 DCDO KDLG, GOU 7,000
Older Person’s Council
Older person’s
council
activities
supported
Supporting
Older person’s
council
activities.
Assorted DCDO KDLG, GOU 10,000
Older person’s
IGA groups /
SACCOs
formed and
supported
Forming and
Supporting of
Older persons
IGA groups/
SACOs
3 3 3 3 3 DCDO KDLG, GOU 17,500
Older person’s
IGA groups
/SACCOs
monitored and
supervised
Monitoring and
Supervising
Older persons
IGA groups/
SACOs
3 3 3 3 3 DCDO KDLG, GOU 2,500
Older persons
with SAGE
supported
Supporting of
Older persons
with SAGE
40 40 40 40 40 DCDO KDLG, GOU 200,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
Study
(learning)
visits for
leaders
organized
Organizing study
(learning) visits
for leaders.
1 1 KDLG, GOU 7,000
Gender
Staffs and local
leaders trained
on gender
mainstreaming
and budgeting
Training of
staffs and
local leaders
on gender
mainstreami
ng and
budgeting.
1 1 1 1 1 DCDO,
SCDO
KDLG, GOU 36,000
Local leaders
sensitized on
gender issues
Sensitizatio
n of local
leaders on
gender
issues.
DCDO,
SCDO
KDLG, GOU
Gender based
violence
dialogue
conducted
Conduct
gender-
based
violence
dialogue.
10 10 10 10 10 DCDO,
SCDO
KDLG, GOU 10,000
Gender
disaggregated
data analyzed
and
disseminated
Analyzing
and
disseminatin
g gender
disaggregate
1 1 1 1 1 DCDO,
SCDO
KDLG, GOU 10,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
d data.
Study tour for
women council
organized
Organizing
study tour
for women
council.
1 1 DCDO,
SCDO
KDLG, GOU 20,000
Women groups
on IGA
management
organized and
trained
Organizing
and training
women
groups on
IGA
managemen
t.
8 8 8 8 8 DCDO,
SCDO
KDLG, GOU 5,000
Women IGAs
monitored
Monitoring
of women
IGAs.
8 8 8 8 8 DCDO,
SCDO
KDLG, GOU 10,000
Planning
Sub Sector 1: Development Planning
Development
Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/2021 2021/2022 2022/2023 2023/204 2024/2025 Source of Funds Amount
BFPs
prepared &
submitted to
MoFPED
Preparation
of the PBS
Budget
framework
Papers
1 1 1 1 1 Planner,
CAO, HODs
GOU, LG 19,975
PBS form B’s
prepared &
Preparation
of the PBS
1 1 1 1 1 Planner,
CAO, HODs
GOU, LG 25,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
submitted to
MoFPED
form B’s
PBS quarterly
budget
performance
reports
prepared &
submitted to
MoFPED
Preparation
of the PBS
quarterly
budget
performance
reports
4 4 4 4 4 Planner,
CAO, HODs
GOU, LG 40,000
PBS budget
estimates and
annual work
plans
prepared &
approved by
council
Preparation
PBS budget
estimates and
annual work
plans
1 1 1 1 1 Planner,
CAO, HODs
GOU, LG 25,000
Fourth DDP
prepared &
approved by
council
Preparation
of the third
district
development
plan for FY
2025/26to
2029/2030
1 Planner,
CAO, HODs
GOU 30,000
3rd Five-year
DDP
reviewed &
report
submitted to
Review of
the five-year
district
development
plan
1 Planner,
CAO, HODs,
NPA
Unfunded 15,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
NPA
Project
proposals and
concept
papers
prepared &
funders
attracted
Preparation
of project
proposals and
concept
papers to
attract more
funding
2 2 2 2 2 Planner,
CAO, HODs
Unfunded 25,000
Program and
project
reports
prepared &
submitted to
line
Ministries
Preparation
mandatory
program and
project
reports and
submission to
line
ministries
4 4 4 4 4 Planner,
CAO, HODs
GOU 25,000
Program and
project
annual work
plans
prepared &
submitted to
line
Ministries
Preparation
mandatory
program and
project
annual work
plans and
submission to
line
ministries
4 4 4 4 4 Planner,
CAO, HODs
GOU 10,000
DTPC,
LLGTPC and
development
Mentoring
DTPC,
LLGTPC and
3 3 3 3 3 Planner,
CAO, PPO,
HODs, NPA,
GOU 100,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
partners
mentored
development
partners on
planning and
budgeting
issues
MOLG
Programs and
projects
monitored
Monitoring
of
development
programs and
projects
4 4 4 4 4 Planner,
CAO, HODs,
DEC
GOU 100,000
Annual
Internal/cock
assessment
conducted
Conducting
annual
internal/mock
assessment
1 1 1 1 1 Planner,
CAO, HODs,
SAS, MOLG
GOU 25,000
Annual
District
Budget
conferences
conducted
Conducting
annual
district
budget
conferences
1 1 1 1 1 Planner,
CAO, HODs
GOU, LG 100,000
Sub Sector 2: Statistics
Data
collected,
processed,
disseminated
and stored
Data
collection,
processing,
disseminating
and storing
1 1 1 1 1 Statistician,
Planner,
CAO, HODs
KDLG, GOU 75,000
Annual
Statistical
abstracts
Preparation
of annual
statistical
1 1 1 1 1 Statistician,
Planner,
CAO, HODs
GOU 28,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
prepared abstracts
Population
census &
housing held
Conducting
population
census &
housing in
2024
1 Statistician,
Planner,
CAO, UBOS
GOU 1,000,000
Projects
monitored &
evaluated
Monitoring
and
evaluation of
projects
4 4 4 4 4 Statistician,
Planner,
CAO, HODs
GOU 15,000
Sub Sector 3: Population
District
population
action plan
prepared &
approved by
council
Formulation
of the
population
action plan
1 1 Planner,
CAO, HODs
KDLG, GOU 15,000
Birth
certificates
sourced &
issued to sub
counties
Sourcing and
issuing birth
certificates to
LLGs
1 1 1 1 1 Planner,
CAO, HODs
KDLG, GOU 40,000
HLG, LLG &
development
partners
trained on
integration of
population
Training
HLG, LLG &
development
partners on
integration of
population
3 3 3 3 3 Planner,
CAO, HODs
KDLG, GOU 100,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025
factors in
planning
factors in
planning
Internal Audit
Developmen
t Outputs
Planned
Activities
(Projects)
Timeframe (FY) Responsible
Parties
Planned Budget
2020/202
1
2021/2022 2022/2023 2023/204 2024/2025 Source of Funds Amount
Management
/TPC &
Budget
meetings
attended
Attending
Senior
Management,
TPC and
budget
meetings
12 12 12 12 12 PIA
District
Planner
KDLG, GOU 1
Statutory
reports
prepared and
submitted
Preparation
and
submission of
statutory
reports and
follow up on
recommendati
ons of public
accounts
committee
4 4 4 4 4 PIA
Clerk to
Council
CAO
KDLG, GOU 1,000
Conduct and
report on
quality
assurance on
council
activities
Conducting
and reporting
on quality
assurance on
council
activities
2 2 2 2 2 PIA
KDLG, GOU 1,000
Kiryandongo District Development Plan for FY 2020/2021 – 2024/2025